Fit for Purpose - Conference Special by Social Mobility Pledge

FIT FOR #06 Conference Special

BREAKING DOWN BARRIERS TO LAW

PUTTING DIVERSITY AT THE HEART OF AN ORGANISATION

HOW THE WISE GROUP TRANSFORMS LIVES

WITH CHANNEL 4

Solidarity with Ukraine RRP £3.99

WITH CLIVE HIGGINS, CHAIR AND CEO OF LEONARDO UK

FFP-ISS05-2023

LORD WALNEY LABOUR’S VISION FOR GOVERNMENT

CLLR LOUISE MCKINLAY THE JOURNEY OF LEVELLING UP

RT HON JUSTINE GREENING THE NEED FOR ACTION ON SOCIAL MOBILITY

NICK FORBES CBE PARTY CONFERENCE SEASON 2023

CONTENTS 04

SOCIAL MOBILITY IS NOW THE KEY ISSUE OF OUR TIME with Justine Greening

FIVE DAYS OF CELEBRATING EDUCATION with Staffordshire University

PENNY MORDAUNT SPEAKS AT OUR SOLIDARITY WITH UKRAINE RECEPTION with Clive Higgins, CEO of Leonardo

THE HOME OF BRITISH HELICOPTERS with Leonardo

NEW RESEARCH UNDERLINES NEED TO ENSURE WOMEN IN POOREST AREAS BENEFIT FROM LEVELLING UP AGENDA with the Purpose Coalition

REPORT HIGHLIGHTS UNIVERSITIES’ CONTRIBUTION TO SOCIAL MOBILITY BUT WARNS ACTION IS NEEDED TO MAINTAIN THEIR VALUE with Justine Greening

THE LATEST NO 10 PROPOSAL FOR HIGHER EDUCATION IS MISCONCEIVED AND ANTI-LEVELLING UP with Justine Greening

POWERFUL FUTURES - UK POWER NETWORKS & ESSEX COUNTY COUNCIL COLLABORATE TO SUPPORT MORE WOMEN INTO ENGINEERING with UK Power Networks & Essex County Council

LABOUR’S VISION FOR BUSINESS AND GOVERNMENT PARTNERSHIP

UNDERSTANDING COMMUNITIES - SODEXO’S APPROACH TO MEETING TRUE NEEDS with Angela Halliday

TRANSFORMING LIVES with The Wise Group

with Justine Greening 34

with Lord Walney 26

SURVEY ON EMPLOYER ATTITUDES TO TRACKING SOCIO-ECONOMIC DIVERSITY RT HON ED MILIBAND MP VISITS SMS OFFICES IN DONCASTER TO HIGHLIGHT IMPACT OF THE UK ENERGY SECTOR

with Channel 4 40

with SMS 36

LOOKING AHEAD TO THE LABOUR PARTY CONFERENCE with Nick Forbes CBE

YOU CAN’T BE YOUR BEST IF YOU CAN’T BE YOURSELF - PUTTING DIVERSITY AT THE HEART OF AN ORGANISATION FIRMS MUST DELIVER ON THEIR SOCIAL CONTRACT with the Purpose Coalition

PURPOSE COALITION PARTNERS BAG INFLUENTIAL HR AWARDS with Essex County Council, Aldermore & Teleperformance

CONTENTS

HUGE RISE IN PEOPLE WITH MAJOR ILLNESS WILL HAVE SIGNIFICANT IMPACT INSIDE AND OUTSIDE THE NHS with the Purpose Health & Social Care Coalition

DELIVERING HEALTH SOLUTIONS THROUGH PARTNERSHIP with Rt Hon Anne Milton

THE BURDEN OF AIR POLLUTION FALLS ON THE MOST VULNERABLE with the Purpose Health & Social Care Coalition

NEW RESEARCH SHOWS ECONOMIC UNCERTAINTY IMPACTS CHILDRENS’ DEVELOPMENT with the Purpose Coalition

THE JOURNEY OF LEVELLING UP with Cllr Louise McKinlay

TURNING TECH TALENT SHORTAGES INTO OPPORTUNITIES with the Purpose Business Coalition

NEW CAMPAIGN HIGHLIGHTS UNIVERSITIES’ DOUBLE DOSE OF OPPORTUNITY with the Purpose Universities Coalition

FINANCIAL INCLUSION IS CRUCIAL FOR MAINTAINING VIBRANT COMMUNITIES

with Purpose Coalition

OPEN CAMPUS

WHY OUR IMPACT GOES BEYOND THE CLASSROOM

With Cardiff Met University

with University of Stirling

FINANCIAL INSECURITY SHOULDN’T STAND IN THE WAY OF OPPORTUNITY With the Co-Op and Barnardo’s

RENEWABLE ENERGY IS ON THE AGENDA AS BP LOOKS SET TO BUILD TWO WIND FARMS with bp

THE SOCIAL IMPACT OF THE FAMILY ENTERTAINMENT INDUSTRY with Merlin Entertainment

UNIVERSITY OF CHESTER: COMMITTED TO LEVELLING UP THROUGH ITS CITIZEN SERVICE TAKING YOUR CUSTOMERS WITH YOU

with Prof David Green CBE DL 88

BREAKING DOWN BARRIERS TO LAW

MAINTAINING THE ENGINEERING TALENT PIPELINE

with UK Power Networks 72

THE PLATINUM POUND with Anchor

HOW UNIVERSITIES CAN HELP BOOST THE NHS WORKFORCE AND BENEFIT THE NATION

with Leonardo 92

EMPOWERING TOMORROW’S BRITAIN with University of Greenwich

FOSTERING A POSITIVE WORK CULTURE: A CONVERSATION WITH TRAVELODGE’S HEAD OF PEOPLE SERVICES

RT HON JUSTI N E G R E E N I NG

Social mobility is now the key issue of our time

THE NEED FOR ACTION ON SOCIAL MOBILIT Y HAS NEVER BEEN CLEARER. WHICH PART Y HAS THE AMBITION AND PL AN BRITAIN NEEDS ON SOCIAL MOBILIT Y?

Does politics matter any more? I’m guessing if you’re reading this at a party conference then you must think it does. Yet a politics that doesn’t drive relevant, sustained, meaningful change for the better is pointless for a broader voting public. In an era where the politics of division has characterised much of our debate, there is one area where the public are of one mind - real progress on social mobility, levelling up, equality of opportunity, smashing the class ceiling - whatever you want to call it. It shouldn’t be a surprise either - not having a level playing field on access to opportunity is something that few of us should find acceptable. Yet it’s the lived experience for the majority of us - it certainly has been for me. For Britain, inequality of opportunity is so part of life, it’s like a tradition. A tradition that must be broken.

RT HON JUSTI N E G R E E N I NG

And the need for ambition and action from Britain’s political parties has never been clearer, or more urgent. The latest IFS study shows that social mobility is at a 50 year low. It is now harder for those from disadvantaged backgrounds to move up the social ladder than at any point over the last half century. Ths report should be a wake up call to us all. Britain wastes talent on an industrial scale. Even the Social Mobility Commission was only able to say that at best social mobility wasn’t getting worse, but largely through a broader analysis approach that went beyond socio-economic background. It said the experts didn’t have a consensus on whether social mobility is getting better or worse, but then there are still those ‘experts’ who’d argue climate change isn’t happening. The IFS study highlighted geographical disparities, with those from the North East, Yorkshire and the Midlands faring worse, but also ethnic disparities on inequality of opportunity. The Social Mobility Commission paints a picture of nuanced place-based differences. The challenge for policymakers is that we know all this already. We also know that Covid, the education disruption it caused and its disproportionate impact on those from more disadvantaged backgrounds, have planted longer-term drags on social mobility that we will only see in future data. So the big question is not whether we act but what we do. If you’re in politics and you think this is insoluble then for the sake of Britain and a public who need change, please put your time into something else. If you do think we need change, as I do, then here’s your blueprint. Firstly, ambition in early years and education. We need to not just narrow gaps but to close them. That means extra resources, but much more smartly targeted. Talent needs better development to connect to opportunity. Universities, businesses and employers can do a lot to help but there’s no substitute for our education system playing a full role delivering equality of opportunity. I know from my time as Education Secretary that our teaching profession works

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If you’re in politics and you think this is insoluble then for the sake of Britain and a public who need change, please put your time into something else

tirelessly to play its role. What our young people need is more than knowledge and skills, it’s also about advice, social capital, career capital, entrepreneurship skills. If adequate maths and English is the sum total of our policy ambition, we will fall well short. It’s the start not the end of the education and development challenge. For major parties, the good news is that although education is a big part of the fix, there is much that a wider country can do to help make sure Britain gets fairer on opportunity. We’ve seen more young people get to university, but they still face the challenge that many employers only look at a narrow part of the talent pool. The Purpose Coalition brings together leaders from across the private and public sector who are changing their organisations to become engines of social mobility. Just as our universities have put in place widening access and participation plans, these are employers that are doing the same. There’s a ton of innovation and solutions that policymakers can draw on. Smarter, pro-social mobility approaches on recruitment and progression as well as procurement, and work in communities that could set a standard for what we expect of all businesses, particularly larger ones. The Purpose Coalition brings people together and there’s an opportunity for our political leaders to work more collaboratively and cross-party on these big challenges. That’s how I’m now working on social mobility. Anne Milton and I were both ministers in Conservative governments, Lord Walney is a former Labour MP and Nick Forbes has served in the Shadow Cabinet. We may be from different political backgrounds, but we’re united in a desire to boost social mobility and recognise the value of pooling our lived experiences and perspectives. Our work highlights best practice so that other organisations can learn from, and emulate, the best. We examine the barriers that stand in the way of opportunity. We work together to develop solutions based on a knowledge and understanding of the communities that need support. Perhaps the final key element of a successful blueprint on social mobility is measurement.

RT HON JUSTI N E G R E E N I NG

living challenges, voters will be looking more closely at how they will deliver equality of opportunity, whether that is improving access to good-quality early years education, the development of apprenticeship programmes or a fair energy transition. The Purpose Coalition will continue to engage with politicians and leading organisations to build constructive partnerships that can help to tackle weak social mobility. There is a huge amount of work to be done but together we can make a real difference. When future generations look back on this era what will they say? Will they say we took the decisions after the pandemic that finally set this country on a path to equality of opportunity? Or will they say we failed this big challenge and there just wasn’t

We have a lot of data and insight on education gaps and outcomes, but virtually nothing when it comes to employment. That has to change if we’re to make sure we achieve real outcomes affecting real lives. Socio-economic background measurement is a crucial piece of the jigsaw and we have been working with a number of organisations to help them start tracking, together with targets. It’s the only way to see an organisation is genuinely open to talent from all backgrounds and that its recruitment and retention strategies are fair and equal.

the level of ambition and policy creativity. Let’s make sure it’s the former. It’s time for fresh approaches. There will be some battles to win along the way. There’s always the power of the status quo but overwhelmingly these are the battles we must win if we are to change Britain for the better. The prize of a fairer 21st century Britain is too valuable to ignore.

As Minister for Equalities, I introduced the Gender Pay Gap reporting in 2017, and socio-economic measurement is a similarly transparent and valuable tool in encouraging employers to take stock and improve. I believe it’s an approach which a potential future government could introduce. Our work has shown that an increasing number of young people want to know whether they can get in and get on in an organisation when considering potential employers. So it’s measurement that matters. Plus it is of growing interest to investors as part of their financial and ESG assessments. In a Britain with a tighter labour market post Brexit, then being able to access and retain wider, more diverse talent is an imperative. Mandating socio-economic background tracking for employers would open up the black box and tell us who’s part of the solution and who’s part of the problem. As all political parties define and refine their policies as we head into next year’s general election, there will be increasing interest in the detail. Following the pandemic and on-going cost-of-

S TA F F O R D S H I R E U N I V E R S I T Y Celebrating success: Staffordshire University marked its Summer Awards Ceremonies in July 2023.

Five days of celebrating education I N J U LY W E CO N C L U D E D O U R S U M M E R AWA R D S CEREMONIES AT STAFFORDSHIRE UNIVERSIT Y WHICH SAW MORE THAN 2,200 GRADUATES C E L E B R A T E D I N F R O N T O F A L M O S T 7, 0 0 0 G U E S T S IN THE HEAR T OF S TOKE-ON-TRENT. It was a joyous and emotional five days and a real celebration of the purpose and power of education. However, it was also a time for frustration as the celebrations were taking place at a time when – yet again – education leaders the length and breadth of the country were having to defend the ‘value’ of higher education to those who doubt where degrees can take people. On 17 July, the Government announced a ‘crackdown on rip off university degrees’ which saw another onslaught of negativity and anti-education sentiment filter out through a variety of news channels.

Professor Martin Jones, Vice-Chancellor and Chief Executive

For a University with its main campus in Stoke-on-Trent, where the number of people who progress onto university is already significantly lower than the national average, this is just not helpful. Time and again we see the benefits of Higher Education as a vehicle to raise aspirations and break down barriers to allow people to transform themselves and their career prospects. Also in July, Universities UK, the collective voice of 142 universities in England, Wales, Scotland, and Northern Ireland, released the results of a survey which targeted 3,500 recent graduates from UK universities and 3,500 senior business leaders.

S TA F F O R D S H I R E U N I V E R S I T Y

Celebrating success: Staffordshire University marked its Summer Awards Ceremonies in July 2023.

The findings showed that going to university remains an excellent choice for most students and that recruiters value the transferable skills of UK graduates. In particular: > 73% of UK graduates said they found a job reflective of ambitions in under a year, thanks to their university education. > Two-thirds (64%) said that going to university improved their job security. > 78% of UK graduates said the support they received at university helped them gain employment. > 71% of business leaders also believe that going to university enables graduates to build crucial transferable skills that are necessary in today’s employment market. We know – not just because of what the data tells us but also because we see it in action every day – that going to university is a catalyst for change. When our most recent graduates crossed the stage at the Kings Hall in Stoke this Summer they did so to the thunderous applause of their peers, family, and friends. The speeches we heard from our students during the ‘Student Vote of Thanks’ were a particular highlight. Our graduates spoke passionately about what life lessons they had learned, and their hopes for the future. From the policing graduate who spoke about being the first in her family to go to university and how it had set her on course for “an amazing career” to the graduate who was stuck working in entry level jobs and had been made redundant twice in six months before she joined university and has since graduated with a Law degree.

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We know that going to university is a catalyst for change

The testimonies we hear during graduation are only a small snippet, but they do make me feel incredibly proud of our students and all they achieve. Many of our students are on a journey that is transformative — that builds knowledge, skills and behaviours and which encourages them to demonstrate their talent, their creativity and their innovation. The current narrative that is being pushed by our Government is short-sighted and damaging. There are many things in life that can prevent people from accessing and benefiting from education and in social mobility ‘cold spots’ such as Stoke-on-Trent it has never been more imperative that we provide equality of opportunity. By skilling and empowering our students to pursue their higher ambitions we can help to transform society which in turn benefits everyone. In Stoke-on-Trent we have one of the fastest growing economies in the UK and for this to continue to prosper we need the graduates who will become the workforce of the future. This is one of the reasons why we launched the Peter Coates MSc in Entrepreneurship – it is about creating those opportunities for our people and our region. We’re also one of the largest and fastest growing providers of degree apprenticeships in the country. Everything Staffordshire University does is designed to support the long-term employability and success of our students and, in turn, the future sustainability and prosperity of its local communities. Among our most recent accolades we were recognised in the Top 10 for Career Prospects in the WhatUni Student Choice Awards 2023. Our University also came Top 10 for social inclusion in the Times and Sunday Times Good University Guide 2023. So, if anyone really wants to learn the ‘value’ of education, I encourage them to see the impact that universities like Staffordshire are having. By Professor Martin Jones, Vice-Chancellor and Chief Executive of Staffordshire University

S O L I DA R I T Y W I T H U K R A I N E

Solidarity with Ukraine: HOUSE OF COMMONS LEADER PENNY MORDAUNT MP AND LEONARDO UK CEO, CLIVE HIGGINS HIGHLIGHT THE VITAL ROLE OF UK DEFENCE SECTOR IN SUPPORTING GEOPOLITICAL SECURIT Y

Leaders from the defence, manufacturing and procurement sector gathered in Parliament to discuss and promote how their sectors are upholding UK values in a transformed geopolitical landscape.

support for Ukrainians both in the UK and abroad and how each sector is playing its part in this international effort.

The Purpose Coalition’s ‘Solidarity with Ukraine’ reception, powered by Leonardo UK, took place in the House of Commons in July and brought together leaders from across the business, political and education landscape, in solidarity with the people of Ukraine. The event highlighted the ongoing

Chair of the Purpose Coalition and former Education Secretary, Rt Hon Justine Greening, Leonardo CEO, Clive Higgins, Simon Fell MP, Rt Hon Penny Mordaunt MP, Luke Pollard MP and General Secretary of the CSUE (Confederation of Shipbuilding & Engineering Unions), Ian Waddell.

Keynote speeches at the event included Chair of the Purpose Business Coalition and former Labour MP, Lord Walney,

S O L I DA R I T Y W I T H U K R A I N E

Lord Walney said: ”Russia’s war on Ukraine has caused a seismic shift in the world. It has highlighted the crucial nature of defence in upholding our values and the need for a vibrant, well-regulated defence industry. The best defence companies have always acted with high ethical standards but their central role in helping the Ukrainian people to defend their sovereignty, and the significant investment they make in the communities where they operate, is rightly prompting ESG investors to look again at the sector. Clive Higgins, Chair and CEO, Leonardo UK said: “From across UK society, many have actively demonstrated their support for Ukraine, both professionally and personally, including opening their doors to Ukrainian refugees. The UK defence sector is a critical part of the overall defence of Ukraine and I am proud that equipment provided by Leonardo is helping to protect infrastructure and save lives today. Security is the foundation on which we build society, underpinning our freedom, prosperity and national ambitions such as net zero. The Defence sector ensures that security, while at the same time acting as an engine of social mobility, creating high-value, high-skilled jobs around the country. We’re pleased to be working alongside the Purpose Coalition as it brings together Britain’s vibrant defence industry to address critical issues like social mobility and deliver meaningful results for the communities we serve.”

Speaking at the event, Luke Pollard MP, Shadow Minister for the Armed Forces and MP for Plymouth Sutton and Devonport said: “This is another opportunity for Parliamentarians and our country to show our support for Ukraine to make sure that support is long lasting and to start those difficult conversations to ensure that we can in the long term continue to show that support to Ukraine, not only in fighting Putin’s illegal and criminal invasion but also being ready to rebuild and help Ukraine get back its democracy, its security and its economy. These are big challenges that we mustn’t shy away from.” Chair of the Purpose Coalition and former Education Secretary, Rt Hon Justine Greening, said: “It has been inspiring to see how businesses and individuals have responded to the war in the Ukraine, and to Ukrainians who have come to the UK in search of safety. The Purpose Coalition works with its partners to connect talent with opportunity, especially for those without connections or networks to help them, including those displaced from Ukraine. With no end to the conflict in sight, it is even more important that businesses continue to step up to the plate to provide jobs and training that can have such a positive impact on their lives and communities.”

Speaking at the event, Rt Hon Penny Mordaunt, Leader of the House of Commons, Lord President of the Council, and former Secretary of State for Defence said: “We want people to be able to have life experiences and build connections, so that when there is victory for Ukraine, that future is secure and it hasn’t been put on pause. That’s why these personal networks such as these that you are helping to build are so critical, it’s an absolute example of the best of civil society and business working together with a little bit of help from government.”

LEONARDO

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To celebrate the occasion Leonardo held a commemorative event at its helicopter production line

The Home of British Helicopters: FORMER CABINET MINISTER C E L E B R A T E S Y E O V I L’ S O F F I C I A L S T A T U S

The Somerset town with a long history in aerospace marks its proud heritage and bright future with official boundary signage and tributes to the “Home of British Helicopters”.

Leonardo has a long established engineering and manufacturing hub in the town, with an extensive helicopter supply chain that supports 12,000 jobs around the UK. Yeovil’s eight-decade record of exporting helicopters from the UK has seen aircraft made in Britain flying with customers in AsiaPacific, Europe, North Africa, and North America. Yeovil, home to Britain’s only onshore helicopter manufacturer Leonardo, is celebrating its official recognition by the town and local councils as the “Home of British Helicopters”. The status reflects Yeovil’s storied history of aviation firsts and the huge value helicopter design and manufacture contributes to the local, regional, and national economies. To mark the new status, official signage identifying Yeovil as the Home of British Helicopters now greets people arriving in town via road and rail. The sobriquet is also already appearing around town, at Yeovil College, in the Quedam shopping centre, and in Huish Park, home of Yeovil Town F.C.

LEONARDO

Emma Rawlings, Chief Executive of Somerset Chamber of Commerce, said: “Leonardo’s presence in the region has far-reaching benefits, from the direct employment opportunities it provides to the indirect economic stimulus created through its supply chain. The local community has the enviable status of having such a unique business here in Yeovil. I think that we are all very proud when we watch a film and see a helicopter designed and manufactured from Yeovil featuring within it, like the recent Jurassic World movie. However, for me, it was at the 2012 Olympics when the late HM Queen Elizabeth II, parachuted into the stadium with James Bond from a Leonardo helicopter, it was one of those moments, when you are so incredibly proud to be British and more importantly from Somerset.” To celebrate the occasion Leonardo held a commemorative event at its helicopter production line, attended by multiple generations of Leonardo employees, including from its top-rated apprentice and graduate schemes. They were joined by local politicians, community partners, and representatives from the Ministry of Defence. Many of those attending seized the opportunity to take photos with

Leonardo’s G-LYNX, the helicopter that set the world speed record in 1986, and the AW149, Leonardo’s latest-generation contender for the UK’s New Medium Helicopter competition. Clive Higgins, Chair and CEO, Leonardo UK, said: “As a former apprentice at Leonardo and Yeovil College, I recognise the significance the company currently plays and will continue to do so in our local Somerset community. We hope that Yeovil’s official recognition as the Home of British Helicopters will help to attract even more young people from across the UK to work in an interesting, varied, and exciting workplace here in the heart of the South West.” Rt Hon Justine Greening, Chair of the Purpose Coalition and Former Secretary of State for Education, said: “I was delighted to join Leonardo as part of the event that officially recognised Yeovil as the Home of British Helicopters. Leonardo itself is an engine for social mobility throughout its sites across the UK. With over 8,000 employees across the UK, supporting 30,000 jobs indirectly and employing over 800 apprentices, the scale of Leonardo’s impact reaches far and wide.

LEONARDO Importantly, many of those opportunities exist in areas that make Leonardo one of the largest local employers, such as Yeovil itself. Companies like Leonardo are anchor institutions in the communities they’re part of and it’s been fantastic to see that first hand.” For 108 years, Yeovil has played a fundamental role in the defence of the nation. During the Great War, the town built around 1,100 aircraft, including seaplanes and bombers. Today, the same ground hosts a cutting-edge Leonardo factory that designs, manufactures, and supports helicopters for the British Army, Royal Navy and their allies, although many nods to the history of the site survive, such as its WWIl-era test pilot’s office. Its latest-generation helicopters include the AW101 Merlin and AW159 Wildcat, both support the UK’s HMS Prince of Wales aircraft carrier. Leonardo in Yeovil has exported helicopters all over the world for more than eight decades. Customers range from Norway and Canada to Japan and South Korea. The site has 34 customers across 26 countries and supports over 500 aircraft around the globe. This would not be possible without continuous investment in specialist

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For 108 years, Yeovil has played a fundamental role in the defence of the nation. During the Great War, the town built around 1, 100 aircraft, including seaplanes and bombers.

LEONARDO

skills and facilities on-site as well as the company’s extensive crossUK supply chain.

in international competitions and enabling the UK to join global helicopter development partnerships.

Underpinning all of this success are the highly-skilled people that work at Leonardo in Yeovil and at partner sites from Wattisham Airfield and RNAS Culdrose to RNAS Yeovilton. With more than 3,000 employees on-site, Leonardo is engaging through Yeovil College and STEM outreach programmes across the region to inspire and attract the next generation of British helicopter apprentices, engineers, and businesspeople into the domain. With an eye towards the next 100 years, Leonardo understands that maintaining and

Adam Clarke, Managing Director, Leonardo Helicopters UK, said: “Yeovil means a lot to Leonardo, and Leonardo means a lot to Yeovil. I know this shared pride has deep roots throughout our site and the town.

expanding its skills base, cutting-edge research and specialist facilities will be critical to maintaining the UK’s ability to compete

is symbiotic with that of our community. We are committed to continuously building on the foundations laid by our heritage to sustain a successful business for decades to come.

As we look to attract the talent of the future to embark on our latest- and future-generation projects to shape the future of UK Aerospace, we at Leonardo recognise that our success

WO M E N ’ S I N E Q UA L I T Y

New research underlines need to ensure women in poorest areas benefit from levelling up agenda 16

WO M E N ’ S I N E Q UA L I T Y

THE URGENT NEED T O LEVEL U P TH E M OS T DIS ADVANTAGED A REA S OF TH E COU NTRY, PA R TIC UL ARLY TA RGETING W O MEN EXPERIENCING IN EQUA LIT Y, WAS H IGHLIGHTED BY NEW RESEA RCH WHICH SHOW S THAT IN 2021, A W O MAN IN TH E N OR TH EA S T OF ENG L AND WAS 1. 7 TIMES MORE LIKELY T O D IE EA RLY A S A RESULT OF S UICIDE, ADDICTION OR M U RD ER BY A PA R TNER OR FAMILY MEMBER TH A N TH E RES T OF ENG L A N D AND WALES , AN INCR EA SE OF 15 PER CEN T SINCE 2018. The shocking statistics feature in a report published this week by Agenda Alliance, a partnership working to make a difference to women at the sharp end of inequality and Changing Lives, a charity working with women at risk in the North East. The research was undertaken to better understand their lives and needs and covered some of the poorest regions in the country including Newcastle, Gateshead, Sunderland and coastal areas. It found that the average age of women accessing their services had dropped by ten years, from 47 years old prior to 2020 to just 37. The typical life expectancy of a woman born in the UK is 83 years old.

The report includes a specific survey of disadvantaged women and it’s clear that women with multiple unmet needs are particularly vulnerable. Seventy-two per cent of the women surveyed said their health and wellbeing is being directly impacted by the cost of living crisis, with 62 per cent reporting that they had missed meals and stopped buying essentials. Forty-three per cent said they used food banks and 45 per cent went somewhere outside their home to keep warm. A major concern was the difficulties many at-risk women had accessing mental health services. Between 2021-2022 in Northumberland and Tyne and Wear 81 per cent of women – over 145,000 - who needed mental health support did not get it. There is also a clear impact on achievement and access to opportunity, notably on low literacy levels, with 62 per cent of women surveyed having no educational qualifications beyond GCSE and six per cent having no qualifications at all. The average reading age in the North East and Yorkshire is 14 years old, two years below the age at which the NHS pitches its information. Poor literacy and numerical levels and digital exclusion play a significant part in preventing these women from accessing health services and education. Sixty four per cent struggled to access benefits because of the paperwork involved.

The reasons behind early death can be complex but the report found that women in the area face a range of life challenges, including

The report calls for disadvantaged women to be prioritised in the levelling up agenda, with a focus on revitalising public services so that they are fit for purpose. It recommends the setting up of a governmental taskforce to tackle and end linked

domestic abuse, debts and poverty, mental ill-health and poor health generally, housing problems and substance misuse which contribute to shortened life expectancy. Its research also found that these issues have all been significantly exacerbated by the impact of austerity, the pandemic and the cost-of-living crisis on local services.

social, economic and health inequalities and the inclusion of disadvantaged women to help shape appropriate services, especially for mental health, domestic abuse and poverty with a particular focus on stopping addiction being used as a barrier to mental health.

UN IVERSITY SOCIAL MOBI LITY

Report highlights universities’ contribution to social mobility but warns action is needed to maintain their value UNIVERSITIES MAKE A VITAL CONTRIBUTION TO IMPROVING SOCIAL MOBILIT Y BUT A MORE STRATEGIC APPROACH IS NEEDED IF THEIR WORK, AND THE TRANSFORMATIVE EFFECT THEY HAVE ON COMMUNITIES, IS TO BE MAINTAINED, A NEW REPORT L AUNCHED IN PARLIAMENT CONFIRMS.

UN IVERSITY SOCIAL MOBI LITY

The Purpose University Coalition report, Raising standards, creating opportunities, also launches the Raising standards, creating opportunities campaign, looking at the crucial part that universities play in their local areas. In addition to their primary function of providing degree-level education for their students, it highlights their dual roles as key deliverers of significant economic and social impact. They improve standards in schools through their active engagement in local schools and colleges, bringing their expertise, resources and research-driven approach to local initiatives, tutoring, mentoring, and collaborative projects. They also drive economic growth in their communities, creating opportunities in their respective regions. Universities in England alone contribute around £95 billion to the economy and support more than 815,000 jobs. The report makes a series of independent recommendations to address the challenges the higher education sector is currently facing, particularly the need for more sustainable funding models and more innovative policy frameworks for inclusivity: New Access and Opportunities Plans (AOP) to replace Access and Participation Plans (APP), which would encompass a student’s full tenure at university, offer a more contextual overview and enable social value-added per student to be measured; Foster place-centred entrepreneurship to explore how universities can explore their roles as opportunity creators and connects more strategically, encouraging and incentivising their links with local businesses; Harness universities further down the talent pipeline to enable them to plug labour market gaps, including widening the scope of the Apprenticeship Levy to allow universities to offer upskilling and reskilling courses;

Chair of the Purpose Coalition and former Education Secretary, Rt Hon Justine Greening MP, said: “The university system in the UK is one which is the envy of the world but its contribution to social mobility is often undervalued. As anchor institutions, spreading opportunity and levelling the playing field has been at the heart of everything they do for years but their wider role in raising standards in schools and driving economic growth, and the impact of that on their communities, can sometimes be overlooked. Our Raising standards, creating opportunities campaign is all about highlighting that dual role to political stakeholders and others to promote the fantastic work that universities do and the effectiveness of their strategic approach.

A new approach to international development to explore more strategic avenues to harness the power of international students and help drive development in their home countries as well as provide talent for the UK economy.

“The report we’ve published today to launch the campaign, and the case studies it features, is proof of the amazing work that our Purpose University Coalition partners are carrying out in their communities, and of their importance to the UK. I hope that their strategic approaches will be replicated

The report features a range of best-in-class examples from partners of the Purpose University Coalition across the country which illustrate the strength and depth of their activities and how they are making a difference in their local areas.

across higher education. It also includes four important recommendations for action that will help overcome current socio-economic challenges and safeguard the invaluable contributions the sector makes to society as a whole.”

RT HON JUSTI N E G R E E N I NG

The latest No. 10 proposals for higher education is both misconceived and anti-levelling up. IT’S CLEAR THIS PROPOSAL WILL D I S P RO P O R T I O N AT E LY I M PAC T M O R E DISADVANTAGED PEOPLE FROM MORE DISADVANTAGED COMMUNITIES.

It ignores why they are dropping out and whether a better approach might be to support them to tackle those issues, whether financial or getting better advice on choosing the right course.

It ignores that 80% of students financially benefitting from going to university is a significant success rate. And the real success rate is probably higher as Government statistics only focus on initial earnings outcomes, when for less well connected students, less access to networks and advice mean it can take longer for them to achieve success post graduation. That is as much a reflection of the fact this country works too much based on who you know not what you know. Connected and privileged students earn more post graduation than their disadvantaged peers as this recent Times Higher Education article describes: https://www.timeshighereducation.com/news/privilege-pays-richgraduates-out-earn-disadvantaged-peers.

RT HON JUSTI N E G R E E N I NG

As it says: “The best available evidence estimated that young people receiving free school meals earned £8,300 more in annual earnings 15 years after Key Stage 4 if they went to university than those who did not. However, most research also showed that disadvantaged graduates could expect to earn about £4,000 less than advantaged graduates – even after considering the university attended or subject studied.” It would have been smarter for policymakers to look at graduate outcomes taking that wider unfairness in access to opportunity into account before judging ‘low value’ courses. It also ignores that going to university is about more than just the financial returns, it’s the wider social capital that people build whilst they are there, that supports success in later life. Government cites the Augur Review in proposing this approach but the Augur Review also proposed the reintroduction of maintenance grants for disadvantaged students. That is ignored by this announcement and 4 years on, still left unaddressed. Meanwhile, for the other route Ministers propose, apprenticeships, there have been no significant reforms to apprenticeships and the apprenticeship levy since I introduced them in 2017 as Education Secretary. Reform is crucial if we’re to see more young people, from all backgrounds, access apprenticeships as an opportunity. Employers - who overwhelmingly want to offer more apprenticeships are crying out for reform.

To close off one avenue to higher education whilst also failing to address shortcomings in other pathways for young people from disadvantaged backgrounds is unacceptable. As a child from a working class background, the first person in my family to go to university, I have very personal experience of the benefit of higher education. This policy proposal levels down not up. Whilst there will always need to be challenge on universities regarding course quality and course outcomes, I hope that the reality of any new approach taken is more measured and evidence-based than today’s negative rhetoric. The big prize for policymakers and for both parties is to understand that universities are engines of social mobility and fundamental building blocks of opportunity for communities that need them most. Our campaign “Raising Standards, Creating Opportunities’ in conjunction with our Purpose Coalition Universities sets a whole range of practical steps that universities are already taking to do maximise both their social and economic impact. More information about the campaign can be found at raisingstandardscreatingopportunities.org

WO M E N I N E N G I N E E R I N G

Powerful Futures - UK Power Networks and Essex County Council collaborate to support more women into engineering

T WO KEY PURPOSE COALITION MEMBERS - UK POWER NET WORKS AND ESSEX COUNT Y COUNCIL ARE CONTINUING THEIR FANTASTIC PARTNERSHIP WORK OFFERING SUPPORT AND OPPORTUNITY TO THE PEOPLE OF ESSEX THAT NEED IT THE MOS T.

The innovative partnership has seen UK Power Networks and Essex County Council work together to support the areas identified in Essex County Council’s levelling up report. By utilising a combination of UK Power Networks’ outreach and volunteering programmes and Essex County Council’s public space and access to community groups across the district, this partnership has been able to support people across all age groups.

WO M E N I N E N G I N E E R I N G

Women have long been under-represented in Science, Technology, Engineering, and Maths (STEM) based roles. With Engineering UK reporting only 16.5 per cent engineering roles taken up by women - compared to 47.7 per cent of the workforce overall. While the number of women in STEM is slowly rising, it will take a proactive and concerted effort by purpose-led public and private sector organisations to redress the balance. UK Power Networks Learning and Development Manager, Liz Nash, recently ran a session with over 40 local female school students from Colchester Academy, to celebrate International Women in Engineering Day. The interactive day focused on informing the students of the many opportunities and pathways available within UK Power Networks and the engineering sector more widely - breaking down the traditional notions associated with the sector. The interactive session involved a quiz, educational bingo, live demos, and a Q&A with female employees from across UK Power Networks as well as an in-depth session on the path to net-zero. UK Power Networks and Essex County Council will continue scaling up their groundbreaking partnership - strategically working to break down the barriers to opportunity that exist for specific groups across Essex, and the UK more widely.

Learning and Development Manager at UK Power Networks, Liz Nash said: “As an Employer of Choice we want to get to a place where our workforce reflects the communities we serve, because traditionally we are a male-dominated industry. Outreach events like Powerful Futures are a great way for us to connect with young people across our patch and start to break down some of the stereotypes and subsequently encourage more females and underrepresented groups to apply to UK Power Networks Chair of the Purpose Coalition and former Education Secretary, Rt Hon Justine Greening said: “Our Purpose Coalition partners, UK Power Networks and Essex County Council, are working together to showcase the ground breaking work that they are doing in Essex. By leveraging the local knowledge they have of their communities here they are well-placed not only to create individual opportunities for girls in this area, but to contribute to the development of a more highly skilled and diverse workforce for the future. “Their work to celebrate International Women in Engineering Day highlights the achievements of women in this vital sector and the impact that their work has had across the world. Hopefully it will also inspire the next generation of girls to encourage them to study STEM subjects and to consider a career in this exciting field.”

L O R D WA L N E Y

Labour’s Vision for Business and Government Partnership MOST PEOPLE HAVE SENSED THAT A CHANGE OF GOVERNMENT MIGHT BE ON THE C ARDS AT THE NEXT E L E C T I O N . B U T R E C E N T LY T H E L A B O U R PA R T Y H A S S TA R T E D , F I N A L LY, T O A G R E E W I T H T H AT A N A LY S I S . I T N O W C L E A R LY B E L I E V E S I T I S G O I N G T O W I N .

Democratic politics has been blighted in Britain and across the West for many years by the inability of political leaders of all colours to unite, or at least subdue, their own base of activists so they can more effectively reach out to the country and command the centre ground. That weakness at the top fatally undermined former Conservative prime minister, David Cameron, and ushered in these years of Brexit turmoil. It led to a complete takeover of the Labour Party by the hard left under Jeremy Corbyn, depriving the country of credible opposition when there was so much to challenge. And while Sir Keir Starmer pulled off the extraordinary feat of wresting back the Labour leadership after the last general election when many thought the whole enterprise was doomed, a sense of hesitancy and relative lack of direction marked the first years of his time in charge. It feels so different as we move into a general election year. While Rishi Sunak struggles to break his government out of the political narrative of decline and rolling turmoil, Keir looks comfortable in his own skin and resolutely determined to win and re-establish Labour as a natural party of government. His autumn reshuffle was the mark of a man who now feels secure enough to pick his team on the basis of who will best resonate with the public and do a decent job in charge of a key part of the public realm, rather than buttressing himself with his natural allies. The electoral maths are challenging for Labour, to put it mildly. But Keir and his shadow cabinet know that the bigger and even more important test lies the other side of election day: how to deliver on the public’s desire for something better than the mess of recent years. The situation the next government will inherit is daunting. Public finances and a health system that remain saddled with the legacy of global pandemic; a public realm where many key components have been steadily hollowed out and starved of resources since the global financial crash of 2008; the need for continued resolve and investment in defence to support the Ukrainian people against Russian aggression that seeks to upend the rules-based international order; how to deal with the economic diminishment brought by Brexit; uncertainty among our allies and within Whitehall on how to respond to China’s continued disruptive advance; and a lack of trust in the power of government and political leaders to act with integrity.

If they do win a mandate to govern, Labour knows it won’t get away with continually reminding the public what a shambles they inherited while asserting that well-intentioned Labour mediocrity is better than what they will depict as the self-serving Tory chaos of recent years. Instead, they will actually have to make stuff better.

L O R D WA L N E Y

They will take nothing for granted, and party strategists will be paranoid that their opponents will be able to exploit their weaknesses sufficiently to cling on. But after a period of disbelief at the speed and scale of the Conservative collapse and deep unease about their own lack of readiness, Labour’s leaders have grown in confidence and stature and are planning at pace what their governing programme will look like.

To create the building blocks of positive change, Labour’s highperforming shadow chancellor, Rachel Reeves, is drilling into her party the priority of returning to sustained economic prosperity above all else. The NHS on its knees? It only has a hope of recovering if we get Britain out of the economic doldrums. Want to rebuild the courts and prison systems after years of neglect? We need to create the environment for growth, not punitive taxation. Together with impressive shadow business secretary, Jonathan Reynolds, and the brilliant Liz Kendall, returned to the Labour top table as shadow work and pensions secretary, Rachel is offering a partnership approach with business as the foundation for growing the economy. It is all so very reminiscent of the New Labour approach of Tony Blair and Gordon Brown, to the delight of those of us who served those titans of the movement. Labour’s recognition that business success must be the engine driving wider achievements, and the extent to which it is reaching out, will also be hugely welcome to Purpose Coalition members who are setting the agenda across multiple sectors of the UK and global economies. Purpose-led companies have the opportunity to benefit substantially from the partnership approach being offered by the next Labour government. You won’t hear today’s Labour Party repeating Peter Mandelson’s infamous remark of the Blair era that the party is ‘intensely relaxed about people getting filthy rich as long as they pay their taxes’. They have moved on from those days, but so have the best businesses. Leading companies today understand that a narrow focus on the bottom line is self-defeating. Instead, purposeled leaders are deeply committed to strategies that give deep consideration of their organisation’s wider impact on its community, and give core consideration to how they treat its customers and its colleagues. Just as Labour wants to show it understands that its progressive goals for society are underpinned by economic success, so purpose-led companies have long grasped the reverse: that sustainable economic success is underpinned by adopting a progressive approach to all major business decisions. Success is by no means guaranteed. The problems besetting the country remain huge and the external and internal headwinds that could blow a fledgling Labour administration off course will be strong. Nevertheless, a Labour victory will offer businesses a fresh opportunity for an enduring and meaningful partnership based on shared purpose. There will be much riding on its success.

S O D E XO

In discussion: Understanding Communities - Sodexo’s Approach to Meeting True Needs IN A RECENT SIT DOWN, PURPOSE COALITION CHAIR RT HON JUSTINE GREENING SPEAKS TO ANGEL A H A L L I D AY, D I R E C T O R O F S O C I A L I M PA C T F O R U K & I R E L A N D AT S O D E X O . belly. Then I was very fortunate to go to Australia to set up the new female prison there which was really exciting, and then I came back and moved into business growth for Sodexo. Whilst I was really enjoying it, there was something missing - that fire in my belly. So that was where the conversation came up, particularly around the external environment when social impact and social value were increasing in pace, particularly through central government. It was no longer good enough just for businesses to tick boxes to say we’re doing great stuff, we really had to truly demonstrate and evidence it. JG: So you’re saying, look, we’ve always thought about this in all of the contracts we deliver and the work that we do, and it’s a big part of how we have success in that work. If you’re running a prison, then, fundamentally, rehabilitation and all of that is a crucial part of it. And that’s where they started thinking about your role? Justine Greening: Angela, why don’t you start us off by telling us about your role at Sodexo. I know you’ve focused on Social Value for a long time so tell us how you ended up doing it in the first place. Angela Halliday: What’s not to love about a job that focuses on improving lives for the better? I’d spent most of my career in the third sector before I joined the private sector back in 2008. My whole career has always been around improving lives, improving situations for local communities. When the opportunity came up with Sodexo, it was actually for a prison opportunity. I had been working with the Scottish Prison Service for some time in my third sector role around reducing suicide rates in young men leaving prison. Before I knew it, I found myself operating in a prison. I have to say those eight or nine years were the best of my career because you actually got to see the tangible difference you made. Not just for those in our care but for their families and their wider community. So it really put fire in my

AH: We’ve been delivering social value since the 1960s when we were formed but the pace around the way in which you evidenced it, and went deeper in the communities, became more prevalent than ever before. So whilst we were already doing excellent work, we knew there was so much more to do, whether it was in terms of tackling societal or environmental challenges. JG: So you’ve come into this brand new role and it’s with a company that is almost formalising this DNA piece it’s had since the word go. Tell me how you’ve gone about doing that and making it tangible for the business across the board. What does social value mean to Sodexo in more practical terms? AH: That’s an interesting question. Probably my first reaction is to say be focused, keep it simple. Everything we do as an organisation should make a tangible impact either on our people or the people we serve, the communities where we’re operating, or indeed the

S O D E XO

JG: Do you think that framing it like that works? You’re asking people within Sodexo what is your legacy - it almost personalises it for them and makes them feel that they have an opportunity to embed a bit of this legacy there.

wider environment and the wider economy. So for us, it wasn’t about developing social value projects, little short term initiatives. We wanted to be really meaningful. The whole premise around social impact for us is to be meaningful, not sensational. So I work very closely with our chief execs, our senior operators, senior leaders to help them best understand the way in which they can go that bit further, go beyond what is expected of us as a business to truly make a tangible difference. And in doing so, tell the stories, celebrate the impact. That’s the best way for us to demonstrate the impact we’re making. JG: I think that phrase is so interesting - meaningful, not sensational. Having been in politics, sometimes you can create a lot of noise, but that doesn’t actually mean anything’s changing on the ground. I want to change things on the ground but I also want to change people’s opinions and perceptions of how important social mobility is. I think recognising that is a long term piece of work. Meaningful change is probably a million nudges, isn’t it? AH: One of the ways that I describe social impact when I speak to people is legacy. What I would ask is when you’re doing your day job, or delivering a contract, what legacy would you like to leave behind for the people’s lives that you’ve touched? The communities where you’ve operated? When people start questioning themselves around that legacy, that’s where the impact piece truly starts to embed into their thought process.

AH: 100%. I don’t own social value or social impact. It might be my job title, but all of my colleagues - 30,000 plus in the UK and Ireland - own social impact. It shows that Sodexo recognises the values of individuals and we enable them to live their values through their role. JG: How do you make sure that there’s a real impact and learn what works from all the different things that you’re doing? It’s probably worth explaining what Sodexo does - it’s much more than prisons, isn’t it? AH: That’s one piece of the company. We do everything from facility management to catering to energy to prisons. We work across multiple sectors, from large corporate sectors to education - we work in a lot of schools and universities. We do energy and resources onshore and offshore, and lots of government. We work across defence sites as well as within the justice sector. There’s not many sectors we don’t touch upon, but that’s what makes it exciting. JG: Some people listening to this might think this all sounds really complicated and hard to deliver on the ground and yet clearly for Sodexo it’s really core to how you want your business to run. So tell us a little bit about why it matters to you. Just explain that a little bit more why in the end this makes for a much better business for Sodexo. AH: There’s a number of ways in which you can measure why it’s critical. It’s not actually just a nice to do, it’s critical for any business to succeed. I could bore you with the academia that underpins that but it’s quite simple: If we want to be the partner of choice and the employer of choice, we’ve got to value the values of our people.

S O D E XO We’ve got to give them the opportunity to grow and sustain their employment and maybe move on if that’s actually what they want longer term. But we’ve got to help support them through that journey. And the more diverse the workforce we’ve got, the more enriched that working environment is. So we’re more likely to attract people into Sodexo and we’re more likely to keep people in Sodexo. When you’ve got happy employees, they’re far more productive, performance levels go up, which, again, helps support the growth of the business. From a partner of choice perspective, clients and members of the public want private businesses like Sodexo who are contracting with government to spend public taxpayers’ money in the best way. So we want to do that in the most ethical way that we can. Here we are 55 years or so later, very much bringing that to life. And I think by having that philosophy but actually delivering it on the ground, that’s where partners will be more inclined to work with us and people will be more inclined to choose us as an employer. JG: I think that’s a really helpful explanation for people. There are some specific things you want to do for your own impact but when it comes to things like your partners, they’re also part of that ecosystem, that family. So you need to think about where this fits for them because otherwise you don’t have any partners to help you deliver your version of a business. You need to have all those touch points and the more you have, the more impact you have. It’s a double benefit because it means you can maintain this integrity of what the business stands for but, in doing so, achieve even more than you would working on your own. AH: That’s why we deliberately talk about partners with purpose. It’s no longer acceptable or good business to have a transactional relationship with suppliers. We’re all in it together. Partnership doesn’t comprise one unit. Partnership is multiple people, businesses coming together, being a force for good. That’s where we’ve got an amazing opportunity. We’ve also seen quite a shift in terms of the impact we are delivering through our partners. An example of that is 57% of our supply chain is actually with SMEs and VCSEs. That’s phenomenal. I think government set a target way back of 33% so we set ourselves a target in our impact pledge of 40%, just through natural ways of people understanding the win-win of working with purposeful suppliers. We’re now sitting at 57% and we’re feeling the difference. We know our clients are also, as are the communities where we’re operating.

JG: You obviously had your own route into this kind of role. What advice would you give people thinking about this sort of career, wanting to be in business and make it a force for good? AH: I would say my advice is only do it if it truly puts that fire in your belly. Not because it’s seen as the next big thing around impact and everyone’s talking about it, but because you truly, truly believe in it. You can only do this role, I believe, if you’re authentic about wanting to make a difference and you believe in the purpose of your organisation or the organisation you’re choosing to work for. So always make sure that your purpose and your values are aligned with the organisation that you’re working with, and that way you will make such a difference and create that impact. If it’s seen just as another job, just to do stuff, then it flexes back to the 1980s corporate responsibility days -we would just tick boxes and it was governance. As individuals, as industry, as government bodies, we’ve got the best opportunity today, but for tomorrow, to make a real difference and really shift society and the environmental challenges that our planet is facing. This type of role puts you right at the heart of that. I’d love to say that I make the magic happen. I don’t. I just am very fortunate to work with so many inspiring colleagues that, like me, share that vision, share similar values in terms of wanting to create a better everyday. So, yeah, I’ve got a fantastic job and I highly recommend it if it’s for you. JG: I think that’s great advice, the final learning for me from listening to you and the fact that this is embedded across Sodexo, is that every role in Sodexo has social impact. That’s the whole point. It may not be a question of simply saying I want to do social impact and I want one of these roles. What you were doing in Sodexo was a role that had social impact because it was in a space where that really matters, and then it becomes a more formalised role in social impact. So there’s a learning around here which is there are actually lots of roles that have social impact. They’re not necessarily going to have that in their title and if you’re setting off on your career you need to be conscious of that. Obviously, we’re doing a lot of work to make sure we help people connect up with some really brilliant, purpose driven companies like Sodexo. Angela, thanks so much for your time and for all the work you’re doing. I know how much of an impact it has within Sodexo and how much impact Sodexo then has. It’s been a pleasure talking to you and I’m looking forward to those exciting pieces of impact ahead that we can do collectively.

S O D E XO

WISE G ROUP

Transforming Lives: The Wise Group’s Purpose-Driven Journey Towards Employment BY VICTORIA CARSON, DIRECTOR OF POLICY AND ENGAGEMENT AT THE WISE GROUP The journey towards employment is crucial, offering more than just income; it opens doors for vulnerable individuals to gain confidence, reevaluate habits, and experience transformative positive change. At the heart of everything The Wise Group does lies the unwavering belief in the power of opportunity. As a leading social enterprise, our team across the country works tirelessly every day to guide our customers closer to and into jobs, lift people out of poverty, and foster a sustainable future. Our professional mentors, through the investment of their time, professional expertise, and empathy, establish a compassionate voluntary relationship, guiding and supporting individuals toward sustainable selfsufficiency. The Wise Group has been immersed in the realm of employment support for four decades. When we first opened our doors, unemployment rates were as high as 11%. It was during this challenging period that our mission to tackle long-term unemployment and advocate for community-based regeneration

began. We provided our customers with a ‘bridge back to opportunity,’ supporting many on their journey into employment and out of poverty. In recent years, the work of The Wise Group has never been more crucial. The COVID-19 pandemic disrupted employment opportunities, and the Cost-of-Living Crisis exacerbated the challenges faced by the poorest and most vulnerable members of our society. We have responded by evolving our purpose-driven approach, leveraging the power of Relational Mentoring™. One shining example of our work is the support we provide to individuals serving short-term prison sentences. Our Relational Mentoring™ team offers comprehensive support and guidance, helping those leaving prison to prepare to succeed in the community. Our mentors support individuals in overcoming obstacles such as homelessness, mental health struggles, addiction, and financial hardship. Importantly, our approach has been proven to reduce reoffending rates, making it not only a cost-effective solution but critically a means to improve the life chances of some of the most vulnerable members of society while simultaneously reducing victims of crime.

WISE G ROUP

Most recently, in the North East, The Wise Group has embarked on a collaboration with the North of Tyne Combined Authority (NTCA) to deliver Relational Mentoring™ to individuals from the most disadvantaged backgrounds in the region hoping to get closer to employment. Our approach is guided by an unwavering commitment to enduring, sustainable change, prioritising human welfare above procedural adherence and valuing tangible impact over regulatory compliance. With a proven track record in social return on investment (SROI), the Wise Group approach underscores the effectiveness and value of Relational Mentoring™ for our partners and those we support. Through this NTCA supported multi partner programme, we anticipate a social return of circa £10 for every £1 invested, translating to an impactful compound social return of over £10 million within Newcastle and North Tyneside areas. Earlier this year, The Wise Group had the honour of hosting Lord Walney at our Templeton Hub in Glasgow to launch the Purpose Coalition’s Cost of Living Taskforce Report. This report outlined

recommendations for addressing long-term issues, from enhancing energy security to mitigating the burdensome cost of childcare. This autumn, The Wise Group is thrilled to collaborate with the Purpose Coalition on our joint Commission for Overcoming Employment Barriers. Through a series of evidence-based roundtable discussions, this commission aims to craft practical solutions for policymakers, with the goal of addressing poverty by, for example, improving approaches to employability. The commission’s findings will be presented in the House of Commons next year. Working in collaboration with our diverse range of partners, The Wise Group has an unwavering commitment to foster meaningful and lasting change. Our shared purpose will be guided by compassion and substantiated by evidence, delivering significant positive impact. Find out more about our work at www.thewisegroup.co.uk or contact buildingbridges@thewisegroup.co.uk

S U RV E Y

Survey on employer attitudes to tracking socio-economic diversity WHAT GETS MEASURED GETS DONE. SO IF WE WANT OPPORTUNITIES TO BE OPEN IRRESPECTIVE OF BACKGROUND, THEN TRACKING SOCIO-ECONOMIC DIVERSIT Y OF EMPLOYEES MATTERS FOR ALL EMPLOYERS. THE CHALLENGE IS THAT WE HAVE HUGE AMOUNTS OF DATA ON OUTCOMES IN EDUC ATION, NOT LEAST TRACKING THE PROGRESS OF PUPILS ON FREE SCHOOL MEALS, BUT WHEN IT COMES TO EMPLOYMENT, IT’S A BL ACK BOX. So we have teamed up with a Purpose Coalition university, the University of West London and their Centre for Inequality and Levelling Up to carry out a short but groundbreaking new survey on social mobility tracking attitudes of employers. Whether your organisation tracks socio-economic diversity already and thinks it’s vital or isn’t sure how to, or thinks it’s unnecessary, tell us what you’re doing and what your views are through completing our short 10 minute survey. The new survey will ask employers whether they are tracking employee social mobility data, what their plans are to do so and what the barriers and challenges they see to putting in place effective tracking, for example not knowing the right questions, poor understanding of the issues or concerns over staff response rates. The employer socio-economic tracking survey runs until 30th September and we’ll then be able to share the results with all those taking part later in the year. If you’re interested in finding out more about how to track socioeconomic diversity, get involved with our Equality of Opportunity Coalition which brings together lots of employers looking at socio-economic measurement and wanting to find out how they might start introducing it to their organisation - getting involved is a great way for organisations to share their experiences and also to learn about best practice on how other employers are already going about it.

We know the right questions for employers to track the socio-economic diversity of their employees, because they can use standard questions developed by the UK Government Cabinet Office in 2017 and updated by the Social Mobility Commission in 2021.

The survey is anonymous but it will help us all to know where we need to focus on to drive more awareness and understanding, plus what support employers would need if ultimately this becomes a more mandatory approach from a future Government.

The survey should only take around 10 minutes to complete and runs until 30th September: https://www.surveymonkey.com/r/Y3RQVS9

S U RV E Y

SMS

Rt Hon Ed Miliband MP visits SMS offices in Doncaster to highlight social impact of the UK energy sector

THE SHADOW SECRETARY OF STATE FOR CLIMATE CHANGE AND NET-ZERO MADE THE VISIT TO D O N C A S T E R – W H E R E L O W - C A R B O N S O L U T I O N S C O M P A N Y S M S E M P L O Y 10 0 P E O P L E – A S P A R T OF AN AWARENESS EVENT ORGANISED BY THE PURPOSE COALITION

SMS

Shadow Secretary of State for Climate Change and Net-Zero, Rt Hon Ed Miliband, visited the offices of smart energy company SMS plc to highlight the importance of people and planet in purpose-led organisations. Miliband, MP for Doncaster North, was accompanied by Deputy Speaker of the House of Commons, Rt Hon Dame Rosie Winterton, MP for Doncaster Central, to find out more about the organisation’s commitment to tackling climate change. SMS, which hires around 100 people at its offices at the Icon Building in Balby Carr Bank, provides a range of low-carbon energy solutions and has set a target to become a carbon neutral business by the end of the decade. The event was organised by The Purpose Coalition, a collective of private and public sector organisations committed to making positive impacts on communities through support of the UK’s Levelling Up agenda – a Government-led, nationwide initiative that aims to narrow regional inequality. As well as hearing about SMS’s activities to enable a smarter, greener, and more affordable energy system, the Parliamentarians also had the opportunity to meet local employees, many of whom are taking part in the company’s successful apprenticeship or management development programmes, and to hear about their experiences first-hand. In October last year, SMS partnered with the Purpose Coalition to launch a Levelling Up Impact Report to assess how its business was making a positive social impact and to evaluate its progress in making opportunity more accessible. It highlighted its investment in, and operation of, national energy infrastructure that drives carbon reduction, including its work to deliver the UK’s smart meter programme, grid-scale energy storage projects, and electric vehicle charging solutions. It also demonstrates how it spreads opportunity by offering skilled jobs for many of those furthest away from a level playing field and providing support to its communities where it is most needed. In addition to its operational base in Doncaster, SMS – which employs over 1,400 people nationwide – has invested across a variety of regions in the UK, including its headquarters in Glasgow, a customer contact centre and training academy in Bolton, a logistics hub in Barnsley, as well as offices in Cardiff and Cambridge. Speaking at SMS plc in Doncaster Shadow Secretary of State for Climate Change & Net Zero, Ed Miliband said: “It’s been great to be here at SMS today and to meet the apprentices and hear about all the work is going on, including the installation of smart meters and the benefits people can get from having smart meters in their home and also to hear about the career progression of all the fantastic apprentices we’ve met here in Doncaster, it’s been a great visit and I’ve learned alot.

Chief People Officer at SMS plc Judy Keir said: “We were delighted to welcome Shadow Climate Change and Net Zero Secretary, Ed Miliband, and local MP Dame Rosie Winterton to our office in Doncaster today, further highlighting SMS’s dedication to championing the cause of sustainability and advancing the nation’s net-zero agenda. As a key player in the energy industry, SMS plc has embarked on an ambitious smart energy journey, leveraging cutting-edge technologies to revolutionise the way we consume and manage energy. With the invaluable insights and support of our guests today, we are more inspired than ever to drive positive change for the environment and the communities we operate in. We firmly believe in equipping the next generation with the necessary tools and knowledge to thrive in the evolving energy landscape. Through these initiatives, we contribute to building a skilled workforce that will drive progress and sustainability for years to come.” Chair of the Purpose Business Coalition, Lord Walney said: “The war in Ukraine and a cost-of-living crisis driven largely by rising energy prices have raised the profile of the energy sector in the UK. The impact of climate change and rising energy costs on the most vulnerable and poorest in our society is clearer than ever – it hits the least resilient the hardest. That means the energy sector comes under greater scrutiny to ensure that it delivers a positive social impact for its colleagues, customers and communities and for the environment. It has the ability to promote two sides of the same coin – people and planet. That is why I am proud to be launching the Purpose Energy Coalition, part of the wider Purpose Coalition, to bring together the sector’s most innovative leaders and businesses to share best practice and develop policy solutions. “Our partnership with SMS has highlighted the great work it is doing to provide opportunities for those from less advantaged backgrounds while also delivering innovative solutions for decarbonisation and sustainable and affordable energy choices that will deliver net zero. It has shown its willingness to go even further by focusing on the areas around its key sites, like the one visited in Doncaster today, that need the most support and by committing to measuring and reporting progress on improving its socio-economic diversity.”

N ICK FORBES CBE

Looking ahead to the Labour Party Conference, with Nick Forbes CBE WITH KEIR STARMER’S ANNOUNCEMENT THIS SUMMER OF THE FIFTH AND FINAL MISSION OF HIS LONGT E R M P L A N T O B R E A K D O W N B A R R I E R S T O O P P O R T U N I T Y, H E C O N F I R M E D T H AT S O C I A L M O B I L I T Y W O U L D BE AT THE HEART OF L ABOUR’S PL ANS AS WE HEAD INTO A GENERAL ELECTION AND A POTENTIAL L ABOUR GOVERNMENT.

The Labour Party has always been a party of social justice and equality of opportunity. It is deep in the heart of the party’s DNA, and its aim to break down the barriers to opportunity for every child, at every stage and shatter the class ceiling will be central to restoring a sense of purpose in the country. It is something I have passionately supported throughout my career. As Leader of Newcastle and Chair of the LGA Labour Group, I prioritised trying to help the most disadvantaged get on in life and move into good jobs. I have been at the heart of Labour’s policy making for many years and have seen first-hand how a collaborative approach based on people’s lived experiences can develop into cohesive and meaningful strategies. I also know many members of the Shadow Cabinet, and work closely with them, as well as those Labour Party Candidates standing for election. These are the people who will form the Government and support it, should Labour win. They are committed, ambitious and united in their vision of making Britain a fairer and more prosperous nation.

But they can’t operate in splendid political isolation. The spirit of collaboration I’ve witnessed in Shadow Cabinet meetings needs to be extended to a constructive dialogue with organisations outside government. It’s really important now that Labour communicates its intentions clearly but also listens carefully to understand what people want to see from a Labour government and how they might be able to contribute to its plans. As part of that work the Purpose Coalition has set up Purpose with Labour, which I chair. It works with Purpose Coalition Members who are interested in engaging with Labour, helping them to understand how policy is developed and how they can convey the story of the social and environmental purpose of their business in language that can be easily understood by Labour politicians. In turn, progressive organisations from a wide range of sectors can showcase the innovative work they are undertaking and which is already making a positive social impact for their colleagues, their clients and their communities. This work is helping to forge deep and meaningful partnerships between the next generation of Labour ministers with businesses, universities, NHS Trusts and third sector organisations from across the Coalition.

N ICK FORBES CBE

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Successive governments have grappled with the problem of poor social mobility for decades with limited success We have already held a number of events in Westminster where leading, purpose-led organisations have joined Labour Shadow Cabinet members to demonstrate their value in changing our society for the better. Together they can review policies and

We will continue to work collaboratively and cross-party to ensure that messages are heard loud and clear on both sides so that a new Labour government will be in sync with its stakeholders from the word go. It will have a clear understanding of how a whole range of

procedures, share their learning with other organisations, highlight areas of good practice and contribute to policy discussions.

organisations, united in their purpose, are breaking down barriers and driving social change through their innovation and creativity, often with place-based solutions. Those organisations will have a much better sense of Labour’s Missions - not just in breaking down the barriers to opportunity but in sustained growth, clean energy, the NHS and making our streets safe - and how they propose to deliver them, with a real investment in their execution.

Earlier this summer, I was delighted to welcome my friend Wes Streeting to an event in Parliament to showcase the very best of our healthcare organisations, that are working hard to get patients the care they need. We have also welcomed Shadow Business and Levelling Up Minister Justin Madders, Ed Miliband, Bill Esterson, Alison McGovern and many more to explore how business and the wider public sector can help the next Labour government achieve its Missions.

Successive governments have grappled with the problem of poor social mobility for decades with limited success, as the IFS report on intergenerational mobility demonstrates. The next year will be hugely important as we continue to engage and shape bold policies that will make a difference for the long-term, with a real chance to deliver opportunity for all.

DIVERSITY

You can’t be your best if you can’t be yourself – putting diversity at the heart of an organisation WITH MOST UK PRIDE CELEBRATIONS TAKING PL ACE OVER THE SUMMER, WE CAN LOOK BACK ON T H E G E N U I N E S E N S E O F CO M M U N I T Y A N D A L LY S H I P THEY FOSTER. BUT IT’S ALSO IMPORTANT THAT WE MAINTAIN THEIR AMBITION AND CONTINUE TO FIGHT FOR POSITIVE CHANGE DURING THE REST OF THE YEAR.

As a broadcaster, Purpose Coalition partner Channel 4, is spearheading that charge to inclusivity in the same way it has done since it was founded in 1982, over 40 years ago. It set out then to challenge conventional wisdoms on making programmes and films in a way that would reflect the Britain of the day, creating innovative and groundbreaking content that not only entertained but informed, educated and inspired. With a purpose of creating change through entertainment, it continues to reach out to audiences whose voices were rarely heard in mainstream broadcasting. Its ability to engage viewers with authentic content has also won them a wider audience of younger viewers, especially Generation Z.

DIVERSITY

Much of its success results from recruiting talent from diverse communities across the country and from groups previously overlooked by broadcasting companies. It was willing to expand outside media-centric London and now has bases in Bristol, Leeds, Manchester and Glasgow. That determination to provide opportunity to anyone who has the potential, whatever their background, wherever they come from, helps to ensure that it continues to produce iconic programmes that are not only original but that provide important starting points for conversations on key issues. From Queer as Folk in 1999 to It’s a Sin in 2021, from Sugar Rush in 2005 to Skins in 2007, these programmes have pushed boundaries and championed people of all genders and sexualities. That approach is reflected in its willingness to make everyone who works for the business, in whatever role, feel that they are valued and included. It is supported by its range of employee networks – safe spaces which provide a sense of community but also drive personal development and change within the company more widely. Its 4Pride network waves the flag for all LGBTQI+ people and allies across Channel 4, on and off the screen. Each group is run by volunteers and hosts regular drop-in sessions and a range of social events. Chair of the Purpose Coalition and former Education Secretary, Rt Hon Justine Greening said: “I came out at London Pride seven years ago as the first openly gay Cabinet Minister. I just felt that I couldn’t be my best if I couldn’t be myself, and I’ve never regretted it. The Purpose Coalition works with its partners to achieve change – whether that’s within organisations or wider changes outside in society. They have to walk the walk, as well as talk the talk , and that starts with their workforce. Organisations like Channel 4, who recognise that you are most successful if you can attract and retain talent from everywhere, make sure that inclusivity is at the heart of everything they do, and that is reflected in their output – in the product and service they provide.

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Embracing what makes a person different and recognising the contribution that each one of them can make sends a powerful message to potential and existing employees, clients and communities about the diversity of thought and talent of an organisation.

“Channel 4, and other purpose-led organisations, also understand that an ambition to achieve true diversity requires an effort every day, not just for Pride month. It’s an approach that underpins a new campaign, Together Today, that I’m launching alongside Nick Forbes, Purpose Coalition Engagement Director and former Labour Leader of Newcastle City Council, to tackle the exclusion that many in the LGBT+ community still experience. Building on the legacy of the Together Tomorrow campaign I led during the pandemic to save LGBT+ venues, it will focus on what businesses are doing year-round to support them. It will also shine a spotlight on loneliness, reportedly three times higher for the LGBT+ community and which research shows can be associated with higher rates of mortality, poor physical health, depression and cognitive decline. Many businesses set up schemes to help their employees feel more connected during the pandemic and this campaign can also work towards a UK-wide strategy to develop innovative solutions, including a recognised measure of loneliness. “Embracing what makes a person different and recognising the contribution that each one of them can make sends a powerful message to potential and existing employees, clients and communities about the diversity of thought and talent of an organisation. It also makes sound business sense. Channel 4 is in a powerful position to shape the diversity agenda to make a difference in the long-term. ”

S O C I A L C O N T RAC T

Firms must deliver on their social contract W H I L E W E S E E DA I LY R E P O R T S O F T H E C H A L L E N G E S T H AT M A N Y P E O P L E A R E CO N T I N U I N G T O FAC E A S THEY STRUGGLE WITH THE COST OF LIVING, A SLEW OF HEADLINES IS FAST APPROACHING ON THE HUGE PROFITS THAT MANY OF THE UK’S BIGGEST BUSINESSES ARE SET ABOUT TO ANNOUNCE. As government and industry regulators express concerns that some businesses are profiting at the expense of consumers, the Chancellor of the Exchequer, Jeremy Hunt, has now weighed in to urge them to do more to ensure that profitability goes hand in hand with support for customers who are experiencing cost-of-living pressures. While welcoming the fact that healthy profits mean growing businesses, extra money for public services, bigger pension pots and more jobs, he also acknowledged that businesses need to be able to show how they are helping their customers directly. Referring to them as the engine of the British economy, he called on them to deliver on their social contract to ensure that they are treated fairly. That premise has been at the heart of the Purpose Business Coalition’s collaboration with leading businesses from a wide range of sectors across the country to drive positive social impact for their customers, colleagues and communities. It can mean different things in different sectors but the crucial element is that big business can lean into the communities they serve and work with local partners and stakeholders to best understand where that support is most needed and then targeting it effectively. Many are already making a difference. In the banking sector, Virgin Money’s basic M account offers all the tools of a more sophisticated account alongside an ambition to eradicate the poverty premium that means too many disadvantaged customers end up paying more for essential goods and services. Aldermore Bank provides access to savings and finance that many people find difficult to get from more traditional banking sources. Food services company, Sodexo’s Stop Hunger initiative partners with FareShare and the Trussell

Trust to provide food banks up and down the country. Centrica wants to encourage people to seek help and to talk to someone if they’re in financial difficulties and launched the Stop the Silence campaign to tackle the shame that’s attached to debt as well as ensuring that 10% of the profits from British Gas Energy will provide on-going support for the duration of the energy crisis. Many companies play a much wider role in their communities, like bp who are engaged in extensive outreach work in schools that encourages young people to think about STEM as a career and then provides sustainable livelihoods in areas of disadvantage. As well as engines of the British economy, these businesses are engines of social mobility. In difficult times, it is more important than ever that people have access to opportunities that have the potential to change their lives. Chair of the Purpose Business Coalition and cross-party peer, Lord Walney, set up a Cost-of-Living Taskforce earlier this year to showcase best practice examples of some Coalition partners in a White Paper and to shape a continuing response to the crisis. The report the Taskforce produced included recommendations such as a rainyday savings scheme to increase financial resilience, reforms to childcare to make it more affordable, a centralised website on the Government’s Help for Households to provide a one-stop shop for people looking for help and a review into households’ energy resilience. The best companies are leading by example, with purpose-led approaches that put their customers front and centre of their efforts to make a positive social impact. Many have embedded this culture in their companies over years, developing authentic responses as a result, and are helping now to develop solutions that will make a difference.

H R A WA R D S

Purpose Coalition partners bag influential HR awards PURPOSE BUSINESS COALITION PARTNERS WERE AMONGST THOSE INCLUDED ON THIS YEAR’S PRESTIGIOUS HR MOST INFLUENTIAL LIST WHICH RECOGNISES THE PEOPLE WHOSE IDEAS AND ACTIONS HAVE MOST SHAPED HR PRACTICES IN THE UK AND G L O B A L LY I N 2 0 2 3 : > Pam Parkes, Executive Director, People, Service Transformation and Technology Services at Essex County Council, voted number three on the list, was recognised for delivering workforce success at some of the most challenging and ambitious local authorities. > Nick Ulycz, Chief People Officer at Aldermore was placed at 7, praised for revitalising the bank’s purpose and culture blueprint, which sits at the core of its business strategy, and delivering best in class employee engagement results for the group. > Lisa Dolan, VP of People Operations + Employee Experience at Teleperformance UK and SA, at 16, for championing colleague experiences, onboarding, wellbeing and engagement programmes, leading the UK team to achieve Great Place to Work status for the last four years and an Employee Experience awards for best employee recognition scheme and health and wellbeing programme.

Chair of the Purpose Coalition, Rt Hon Justine Greening, said: “These awards are testament to the strength and depth of the partners we are working with across a huge range of organisations - businesses, universities, NHS Trusts and social care organisations, the third sector and local authorities – to drive better access to opportunity. Having a motivated and engaged workforce underpins the work that is needed to deliver meaningful social impact for their clients and for their communities. The winners here represent the best organisations where their leadership teams take their people with them to achieve real results through wide-ranging people strategies. They can include inclusive mentoring and on-boarding schemes to welcome new recruits, training and development initiatives to introduce new skills or update old ones, authentic employee engagement with focus groups, feedback sessions and surveys, health and wellbeing schemes that help to prevent poor mental and physical health as well as remedy it as well as a chance to support the communities they work in. “Their achievements demonstrate that every sector can play its part in improving social mobility and I’m looking forward to continuing to work with these best-in-class employers to share their best practice more widely and to explore how they can go even further in spreading opportunity.”

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Having a motivated and engaged workforce underpins the work that is needed to deliver meaningful social impact for their clients and for their communities

CA E M P LOY E E E N G AG E M E N T

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Women’s health in the workplace THE MENOPAUSE AFFECT S 3.5 MILLION WOMEN IN THE UK WORKFORCE. AND BEC AUSE 1 IN 4 OF THEM CONSIDER LEAVING THEIR JOBS BEC AUSE OF IT, IT S NO T JUS T A PERSON AL ISSUE: IT S A BUSINESS ISSUE, WRITES KAREN QUINN, MAN AGING DIRECTOR OF C A EMPLOYEE ENGAGMENT. Channel 4’s Chief Executive Alex Mahon made clear her frustration at male attendees’ reluctance to engage with a ‘Women’s Health’ training session during London Tech Week. It may be uncomfortable listening for some, but it’s high time that menopause – and women’s health more widely, including menstruation, fertility problems, pregnancy, miscarriage and more – move up the workplace agenda. The time for squeamishness is long gone. For me, menopause coincided with a long wished for return to work in a job that I loved after a lengthy career break looking after my children. Maybe it was the new challenge, the new friends, the new experiences – and the relief after decades to be rid of the debilitating cramps, vomiting and diarrhoea that are the uncomfortable consequences of many women’s reproductive years – that meant that menopause passed me by almost unnoticed. Not for me the night sweats, sleepless nights, HRT, brain fog and the multitude of other symptoms that I saw friends working through. What a lucky woman I was, I thought. Ask my longsuffering then boss his opinion, faced with a weeping woman at the drop of a hat on a weekly (at least) basis, and I’m sure he would tell another story. The truth is that I was naïve and it’s only with hindsight that I have really recognised what was happening to me and how it affected me, my colleagues and my work. In truth I was ignorant about the menopause, and singularly unprepared for it. Friends have suffered lasting and irrevocable damage to their careers and family lives from misunderstanding and mistreatment of symptoms.

Looking back from a safe, post-menopausal distance, I can see now the numerous ways that those years affected me. My confidence and self worth took a knock, my sense of purpose, the disgust I felt with myself at the way that I couldn’t lose weight like I used to, or run like I used to, and how I covered up that shame with jokes about my love of bacon sandwiches, and the emotional outbursts for no apparent reason that were a regular feature for a few years, but have now happily passed. But I got off lightly. I’ve heard numerous stories, and know of friends, who self-medicate with alcohol, drugs, food and damaging behaviours in an attempt to hide their struggle and ease the bridge from their reproductive years to middle age and beyond. It’s tragic, because with understanding, medical help and counselling if needed, and the support of employers and colleagues, women can go on to contribute in a multitude of ways to the success of their organisations and their wider communities for many years post menopause. We are survivors, we are resilient, and there is a lot of wisdom and experience that we can share with colleagues of all ages because of the process we’ve lived through. I’m certainly not the same woman that I was fifteen years ago, but in many ways I’m a better one.

Some of the most forward thinking organisations across the UK are now realising the importance of supporting colleagues through the physical and mental health impacts of womens’ health issues, including our own Purpose Coalition members, Teleperformance, Adecco Group, Pennon Group, Greene King, Travelodge, Virgin Money, Centrica, Channel 4, the Co-operative Group, Sodexo and others. They are ahead of the game, and are reaping the many advantages of a supported and fulfilled workforce as a result. Others need to catch up and learn from their best practice. Periods, hormones, PMT, pregnancy loss, fertility issues – traditionally rarely spoken about beyond immediate family, often borne by women alone and in many cases swept under the carpet and left there. No more. With businesses across the UK scrabbling for staff, and with the wisdom and talent that is present in women of all ages, it’s time to take a deep breath, open closed minds, and start the conversation.

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Periods, hormones, PMT, pregnancy loss, fertility issues – traditionally rarely spoken about beyond immediate family, often borne by women alone and in many cases swept under the carpet and left there. No more.

MAJOR I LLN ESS

The huge rise in people with major illness will have a significant impact, inside and outside the NHS THE SC ALE AND IMPACT OF THE GROW TH IN THE NUMBER OF PEOPLE LIVING WITH MAJOR I L L N E S S A S T H E P O P U L AT I O N AG E S H A S B E E N L A I D B A R E I N G RO U N D - B R E A K I N G N E W A N A LY S I S . IT MAKES FOR SHOCKING READING, WITH OVER NINE MILLION PEOPLE PROJECTED TO BE LIVING W I T H M A J O R I L L N E S S B Y 2 0 4 0 , A N I N C R E A S E O F 2 . 5 M I L L I O N S I N C E 2 0 19 .

MAJOR I LLN ESS

The project, led by the Health Foundation, focused on the levels of ill health in the population in England up to 2040. The number living with serious diseases will rise from almost one in six of the adult population in 2019, to nearly one in five by 2040, with huge implications for the NHS, social care and public finances. Eighty per cent of the projected increase will affect people aged 70 and over, as baby boomers reach old age and life expectancy increases. Cases of dementia are expected to rise 45% by 2040, heart failure by 92%, cancer by 31%, diabetes by 49%, chronic pain by 32% and anxiety or depression by 16%. The research indicates that by the age of 70, people will have an average of three long-term conditions, rising to more than five by the age of 85. Only one of the 20 conditions listed – coronary heart disease – is expected to drop as a result of declining smoking rates and the use of medications such as statins. The research makes for sobering reading on a number of levels, and reaches far beyond the obvious implications for the NHS. Many more individuals will be living their lives in poor health which will have a knock-on effect on their families, as well as a wider societal impact. There will also be economic repercussions for other public services, the labour market and public finances. Health experts agree that much of the projected ill health caused by smoking, poor housing, unemployment, poor food and air quality, and obesity – could be avoided. There have been improvements in the number of people smoking and lower cholesterol rates in recent years but these will be offset by the impact of obesity levels – which have broadly doubled in the last 30 years - as those who have been obese earlier in their lives reach old age. There is also concern about obesity rates for children which will also have a significant impact on the NHS. The Health Foundation has called for a long-term programme of reform to modernise and invest in the NHS, alongside a bold new strategy to address the health and wellbeing of the nation. Many experts - and those working in the NHS - want to see one that focuses more on preventative healthcare, especially in relation to obesity which has such a detrimental effect on people’s physical and mental wellbeing outcomes. The Purpose Coalition’s work has highlighted that many companies already recognise the value of initiatives which support the health and wellbeing of their workforce. Discounts on gym or Weight Watchers membership, exercise and yoga classes or cycle to work schemes all feature in health and well-being strategies. The best employers embed a supportive approach into their business culture and recognise that a wellbeing strategy can also extend to social connection and financial health. Virgin Money, for example, encourages an ethos of be well, keep well and get well

amongst staff to help them to reflect on their health and wellbeing throughout the year and have support in place when things go wrong. It has also introduced a holistic health and wellbeing app – Virgin Pulse - to help them manage their wellbeing proactively. NHS Trusts are in a strong position to connect with their local communities and focus on addressing their particular health needs. Purpose Health & Social Care Coalition member, the South Warwickshire University NHS Foundation Trust, runs a stop smoking in pregnancy service to improve the health and wellbeing of mothers and babies while its ‘Be Active, Be Healthy’ service offers exercise sessions for children, families and adults in pre and postnatal periods. The independent care sector can also be part of the solution. Ramsay Health Care UK, one of the largest independent healthcare providers in the country, has invested over £28m in 2020/21 in diagnostic services to increase capacity in response to a growing demand, especially in relation to cancer services. Its local partnerships demonstrate how an integrated approach between the public and private sector can bring real benefits to local communities. This report was the first in a programme of research which aims to support policymakers by looking at patterns of illness over the next two decades. A second report in the autumn will focus on the implications for health inequalities and will undoubtedly show how they significantly impact the level of major illnesses in our most disadvantaged communities.

A N N E M I LT O N

Delivering health solutions through partnership THE NHS IS STILL WHAT MAKES MANY PEOPLE MOST PROUD TO BE BRITISH. AFTER 75 YEARS THAT’S A SIGNIFIC ANT ACHIEVEMENT, BUT RISING DEMAND AND CONSTRAINED C APACIT Y MEANS THERE ARE INCREASING CHALLENGES. VOTERS WILL BE LOOKING C L O S E LY AT T H E S O L U T I O N S O N O F F E R F RO M T H E MAIN POLITIC AL PARTIES AS WE MOVE TOWARDS A GENERAL ELECTION WHERE THE NHS WILL REMAIN A KEY BATTLEGROUND. The negative impacts of the pandemic on the nation’s mental and physical health – including that of the NHS’s own workforce – continue. They are now compounded by a cost-of-living crisis which will undoubtedly undermine people’s health. That impact is felt by all ages and is increasingly hampering the country’s economic activity but in particular: young people where mental health issues

have soared; economic inactivity due to poor health particularly in older workers; and those who have long term chronic illness. There is also a growing recognition that there are many aspects of a person’s health and wellbeing that impact their ability to make the most of their lives. Those bearing the greatest burden are the most disadvantaged and vulnerable in our society. As Sir Michael Marmot’s comprehensive studies have shown, health inequality is becoming more entrenched in those communities as can be seen by: the state of their health, their access to care and other wider determinants including poverty, poor housing, unemployment, and social isolation. Differences in life expectancy, in the length of life lived in good health and the incidence of serious diseases are becoming more marked and the repercussions on access to opportunity for the least privileged more significant. All this leads to a continued and generational cycle of disadvantage.

A N N E M I LT O N

There is a need for ambitious solutions - to improve health outcomes generally with faster diagnoses and treatment of time-critical diseases and to adopt more preventative approaches that will address the causes of poor health such as smoking and obesity. These need to be at the centre of future plans to encourage people to feel more in control of their health and their treatment. Improvements in technology and increased use of data should also aid better care to meet people’s heightened expectations of what the NHS can deliver to improve their health. The Purpose Health & Social Care Coalition is working with its partners to address the health-related barriers that people can face at all stages of their lives and which can impact their work and life chances, particularly in disadvantaged communities. It’s clear that those employers with purposeful strategies to improve the health and wellbeing of their staff will reap the rewards of a happy and productive workforce, with individuals and communities who are more likely to thrive economically and socially as a result. By showcasing employers’ best practice, the Coalition can highlight the benefits of positive action. Flexible working arrangements are a valuable part of that approach. Offering staff the opportunity to combine work with family and caring responsibilities brings a better life-work balance. It can also specifically enable those with long-term health conditions or with disabilities to both continue to work and take up employment. Health and wellbeing initiatives can also take the form of mentoring or focus groups which allow staff to discuss concerns openly to improve their mental health, accompanied by benefits like gym passes, yoga clubs

or cycling schemes that help to promote better physical health. The Purpose Health & Social Care Coalition provides a range of employee engagement services including workshops, seminars and training sessions to encourage open and constructive discussion, focusing on the barriers that people face and drawing on the expertise of hundreds of partnered organisations. These include the menopause, with one in four women considering leaving their jobs because of its impact, and men’s mental health, with over a third of men believing they have had a diagnosable mental health condition but just 40% having ever spoken to anyone about it. The Purpose Health & Social Care Coalition is also using NHS Trusts’ best practice in a new campaign to tackle the significant recruitment crisis in the NHS. Launched earlier this summer with Shadow Health & Social Care Secretary, Wes Streeting, and former Minister for Health & Social Care, Dame Caroline Dinenage, ‘Your Local NHS: be at the heart of it’ will highlight the opportunities that working in the NHS can offer, through the personal stories of some of those that work there. As a former nurse who spent 25 years working in the NHS, I know first-hand that as a first job, a future career or for those considering a change, the NHS can be a fantastic place to work and learn in a host of rewarding jobs. If we are to improve social mobility and drive opportunity, it is vital that authentic purpose and political consensus come together to drive better outcomes. Health and wellbeing is central to that ambition and public and third sector organisations, universities and businesses all have an important part to play in making a difference for patients, staff and communities.

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Political winds are changing - so how should Purpose-led business respond? T H E L A S T F E W Y E A R S H AV E B E E N T U M U LT U O U S I N B R I T I S H P O L I T I C S T O S AY T H E L E A S T. A PA N D E M I C , FOUR PRIME MINISTERS IN AS MANY YEARS, THE WAR IN UKRAINE AND SEVERE ECONOMIC DIFFICULTIES. Thinking about the future of politics on the day after Boris Johnson’s triumphant General Election victory in 2019, or his unprecedented win in the 2021 Hartlepool by-election, it would be hard to imagine anything other than another Conservative decade. That’s what the former Prime Minister thought too. In September 2021, the Times reported that Johnson wanted to outlast Thatcher’s 11 year premiership. Little would he know it would all be over nine months later. Whichever party you support, you can’t ignore the facts. Today’s opinion polling points to nothing other than a Labour victory in next year’s General Election. The party has led in national polls since the beginning of last year, and the party is remodelled in

Keir Starmer’s image. Corbyn has been barred from standing as a Labour candidate, his allies are being de-selected, and left-leaning candidates are - by and large - being blocked from standing in constituency selections. Most worryingly for Conservatives - Labour now leads amongst key voter groups. In the ‘Blue Wall’, the so-called southern, home counties seats that have been the bedrock of Tory support for decades, Labour now leads the Conservatives by seven-points. Labour came third in these seats in 2019, with the Conservatives taking almost fifty per-cent of the vote.

Many organisations - understandably - want to stay out of politics, but political decisions, whether made in Westminster or the West Midlands, impact us all. Understanding the approach of policy makers, and informing them when making their decisions is vital to delivering the change you want to see. In recent months, the Purpose Coalition has held a whole host of policy roundtables, receptions and briefing events with key Ministers and Shadow Ministers, from the launch of our NHS: be at the heart of it campaign with Shadow Health Secretary Wes Streeting and former Health Minister Dame Caroline Dinenage, to Shadow Business and Industry Minister Bill Esterson launching our joint Entrepreneurial Revolution report with SME for Labour, roundtables with Secretary of State for Science, Innovation and Technology Rt Hon Chloe Smith, Social Mobility Minister Mims Davies, and Shadow Health Minister Liz Kendall. Naturally, politicians disagree - they all have different approaches to the key policy issues of the day, but when it comes to outcomes, they do generally agree. Through all our events - one theme that has shone throughout is that of boosting opportunity. It’s a crucial issue for our country - we need to get more people into employment, too many people feel left behind in the economy, getting on the housing ladder is harder than ever for young people,

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For those familiar with British political history, the missions bear resemblance to Blair’s ‘pledge card’ ahead of the 1997 General Election - when the party went on to score a landslide victory. These ‘Missions’ will be at the heart of the next Labour manifesto, and - should Starmer win - the next Labour government. For organisations looking to engage with the Labour Party and understand their thinking, aligning your work to these ‘Missions’ is essential. That’s why the Purpose Coalition has set up Purpose with Labour, Chaired by Nick Forbes CBE, who served in Sir Keir Starmer’s Shadow Cabinet until 2022, and now leads the Purpose Coalition’s work with the Labour Party. Through our vast programme of roundtables, events and visits, the most innovative Purpose Coalition organisations are helping to set Labour’s agenda, and inform their key Shadow Ministers ahead of the next election. If we’ve learnt anything from recent years, it is that politics is unpredictable, but all the evidence points to changing political winds - and now is the time to engage. Matthew McPherson, Director of Public Affairs, This is Purpose

At the advent of the year, Labour Leader Sir Keir Starmer set out 5 ‘Missions’ for the party, should they form the next government - achieving the highest growth in the G7, building and NHS fit for the future, make Britain a clean energy superpower, make Britain’s streets safe, and - crucially for the work of the Purpose Coalition break down barriers to opportunity at every stage.

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Most worryingly for Conservatives - Labour now leads amongst key voter groups

AI R POLLUTION

The burden of air pollution falls on the most vulnerable A S C L I M AT E R E C O R D S T U M B L E A N D P O L I T I C A L PA R T I E S R E V I E W T H E I R P O L I C I E S T O R E F L E C T P E RC E I V E D V O T E R S E N T I M E N T, T H E E V I D E N C E C O N T I N U E S T O S TA C K U P T O S H O W T H AT T H E B U R D E N O F C L I M AT E C H A N G E , A N D I N PA R T I C U L A R T H AT O F A I R P O L L U T I O N , I S B O R N E B Y T H E M O S T D I S A D VA N TA G E D C O M M U N I T I E S . D E S P I T E B E I N G THE LEAST RESPONSIBLE FOR DIRT Y EMISSIONS, THEY A R E O F T E N T H E M O S T E X P O S E D T O T H E I R I M PA C T I N T H E I R D A I LY L I V E S .

New research shows that if you are poor, or from an ethnic minority, you are much more likely to suffer most from the impact of air pollution. An analysis published by the Mayor of London shows that the most deprived communities in London still more commonly live in the most polluted areas, whereas the areas that have a disproportionately white population also have the lowest nitrogen dioxide and fine particulate matter concentrations, inequalities which are much more pronounced in Outer than Inner London. It is well-known that air pollution can be the cause of preterm and low birth-weight babies. It can also hamper children’s lung growth, increase the chance of childhood asthma and worsen asthma symptoms. In the UK, black women are nearly four times more likely to die during pregnancy and are twice as likely to experience a stillbirth as white women. A new study has highlighted that, despite this, many expectant black mothers, and those with young children, are aware of air pollution but less aware of the risks it poses. Many felt they had few options to make lifestyle changes that would make a difference to their children’s health. The survey also demonstrated the need for increased knowledge among the health professionals who care for them.

The differences in air pollution between the richest and least well-off areas are not just confined to London. The greatest air pollution across England is found in the poorest and least white communities. What is striking is that they are also most vulnerable to its impact not just because of where they live but as a result of other factors including poor housing and existing health conditions. A new report from Asthma & Lung UK highlights worse lung health among the poorest people in the UK. It found that people with lung conditions living in poverty are twice as likely to die from their lung conditions and also found that they struggle to access the care they need. They also face increasing cost-of-living pressures in being able to heat their homes, pay their mortgages or rent and pay for prescriptions and find it difficult to manage their condition as a result. We all have a part to play in improving air quality but until the significant issue of health inequalities is also tackled, the most disadvantaged communities will continue to pay the highest price.

AMID A CONTINUING COST-OF-LIVING CRISIS AND AN U N C E R TA I N F I S C A L O U T L O O K , A N E W R E P O R T H A S S H E D L I G H T O N H O W T H E PA N D E M I C I M PA C T E D C H I L D R E N ’ S D E V E L O P M E N T. T H E W O R R Y I N G C O N C L U S I O N I S T H AT E C O N O M I C I N S TA B I L I T Y A N D D I S RU P T I O N A F F E C T E D N O T J U S T PA R E N T S B U T A L S O T H E I R C H I L D R E N , FA R B E Y O N D L O S T L E A R N I N G . During the pandemic children had to cope with school closures, a lack of contact with their friends and family and, for some, the serious illness or death of loved ones. Previous research has usually focused on the impact on children’s learning as a result of those challenges, and the fact that those from disadvantaged backgrounds were affected the most. This study highlights their progress through a different lens – that of their parents’ experiences in the labour market as a result of lockdown restrictions - and the multi-generational impact that can have. The report by the Institute for Fiscal Studies (IFS), based on research conducted with parents by the IFS and UCL Institute of Education, found that children from all economic backgrounds were affected. Half of all children suffered a setback to their emotional and social development during the first year of the pandemic, with younger children more likely to have been negatively affected than their older brothers and sisters. Girls were more impacted, as were children aged four to seven who were significantly more likely to have suffered a deterioration in their skills than 12-15-year-olds.

CH I LDR E N’S DEVE LOPM E NT

New research shows economic uncertainty impacts children’s development Children whose parents’ employment changed as a result of the pandemic, including those who were furloughed, were more likely to see their social and emotional skills worsen even if it was not accompanied by significant earnings loss. Just one in six children saw those skills improve over the same period. The socio-emotional skills of children whose families had experienced at least one change in the labour market were nearly 20% of a standard deviation lower than those of children whose families had stable labour market experiences, whether that was remaining consistently employed or unemployed throughout. The children whose parents had stable labour experiences held up better on average than the skills of children whose families faced more economic instability. That suggests that it was the stability of parents’ labour market experiences, rather than any particular economic state, that was a significant determinant of children’s socio-emotional development during the pandemic. With many families continuing to face cost-of-living challenges, the report is a reminder that economic instability is a driver in the decline of children’s emotional and social skills. There’s a clear need to support all children who faced lost learning during the pandemic, but the results of this research suggest that there should be a particular focus on early years to make up the ground lost in their development. This goes hand-inhand with the wider need for adequate high-quality early years provision to ensure that children can reach their potential as they progress through school, boosting their longer-term outcomes and access to opportunity.

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Half of all children suffered a setback to their emotional and social development during the first year of the pandemic

ESSEX COUNTY COUNCI L

The Journey of Levelling Up and Its Impact on the Residents of Essex THE JOURNEY OF LEVELLING UP AND IT S IMPACT ON THE RESIDENTS OF ESSEX EVERYONE SHOULD HAVE THE OPPORTUNITY TO SUCCEED IN LIFE AND FULFIL THEIR POTENTIAL. WHEN THIS HAPPENS, IT HELPS PL ACES AND COMMUNITIES BOTH DEVELOP AND GROW. THIS IS WHAT LEVELLING UP IS ABOUT IN ESSEX – MAKING SURE PEOPLE HAVE ACCESS TO THE TOOLS, SKILLS AND EDUC ATION, WHICH WHEN COMBINED WITH AMBITION

our own Levelling Up White Paper, which committed to creating a programme to deliver new opportunities with clear and measurable impacts. As a result of the work that followed, I am proud to see daily, the positive impact levelling up now has. Whether I am scaling a rock climbing wall with young people on our Holiday Activate Programme, witnessing the incredible efforts of volunteers running our increasingly large network of Community Supermarkets or speaking to residents who have transformed their lives by taking up opportunities to enhance the skills they need to enter higher paid employment, levelling up is now everywhere I look.

WILL HELP THEM TO SUCCEED IN LIFE.

Historically, certain regions have faced additional economic or

Essex is an incredible county, with stunning coastlines, countryside and a strong identity. However, there are more than 123,000 people in Essex, 40,000 of whom are children, who live in areas that are in the 20% most deprived parts of the UK. 2 years ago we published

social challenges. These areas often grapple with issues such as lower employment rates, limited educational opportunities, and diminished local amenities. The levelling up initiative is designed to convene groups, support people and increase access to develop the opportunities people need to take control of their own lives.

But the true measure of success lies not just in bricks and mortar but in the quality of life of its residents. Employment opportunities have expanded, with local businesses receiving support and training programmes introduced for those looking to enter or re-enter the job market.

new bike journeys and providing transport for people to get to work and to travel further afield for job opportunities. Along with this, our Community Supermarkets, which by next year will be in every district in Essex, have become vital community assets, offering local residents the chance to buy food and household essentials at low prices. Each one has been designed and located directly with the local community in mind which means they are not just always shops, but also mobile vehicles to ensure a further reach. The delivery of this programme not only allows people to carry out their shopping in an affordable way but is bringing together neighbours, providing volunteer opportunities and is a great example of partnership working with local groups and charities.

Beyond the statistics and the broad strokes of policy, it’s the stories of Essex’s residents that truly encapsulate the impact of levelling up. Parents speak of better educational facilities for their children, with schools receiving further funding and resources to ensure top-tier learning experiences and support outside of the curriculum. Young people tell me about the increased support they are getting around

While the strides made in Essex due to the levelling up initiatives are commendable, our journey is far from over. The future holds even more promising ventures and targeted efforts. One of the primary areas of focus will be the NEETs cohort (young people Not in Education, Employment, or Training). By providing this group with targeted support and resources and exposing them to new

education and workplace preparation and how they feel more confident in their next steps. Working families speak to me about how an increase in holiday clubs and support has meant they can work over the school holidays or even re-join the workforce as there is now better support in place for their children. Not only is it important to deliver this in our levelling up areas, but we also have to ensure that our cohorts across the County are feeling this support.

experiences, the aim is to integrate them into the workforce or educational institutions, ensuring they have the tools to build a prosperous future. Additionally, interventions for working families will play a pivotal role, with a focus on childcare service, building aspiration and providing career progression opportunities. Finally, the future will see a more localised approach to funding and interventions. By tailoring strategies to the unique needs of different areas within Essex, the impact can be maximised to support residents by giving them the tools to secure a positive future.

One of my key ambitions is to drive up literacy standards and school readiness and I am proud to have delivered a literacy programme and designated area in every Essex Library. These are a wealth of resources and the clearly signposted books provide people with further support to achieve their literacy goals. Regularly, I hear stories of adults and young people with additional reading needs finishing books for the first time, as well as parents feeling more empowered to read to their children and help them with homework. As well as this, the Pedal Power scheme has been a standout intervention in our levelling up areas, contributing to over 20,000

ESSEX COUNTY COUNCI L

With the roll-out of targeted initiatives, Essex has witnessed a multitude of positive transformations. The impact report on Essex paints a picture of a region on the move. Investments have been funnelled into infrastructure, education, and local services. These efforts have borne fruit in the form of rejuvenated town centres, improved public transport, and enhanced educational facilities.

Levelling Up is more than just a policy, a slogan or a strategy; it’s a commitment to the people of Essex, ensuring that they have every opportunity to thrive. The journey thus far has been filled with success stories and positive transformations, but with continued efforts and a targeted approach, the future holds even greater promise for the residents of this vibrant county. Essex stands as a beacon of what can be achieved when resources, determination, community spirit and political drive come together for the greater good.

T E C H TA L E N T

Turning tech talent shortages into opportunities W E H E A R A L O T A B O U T T H E S K I L L S G A P. IT’S A T WENT Y-FIRST CENTURY CHALLENGE AND IT’S IRONIC THAT IT’S THE TECH SECTOR WHERE T H E S I T U AT I O N I S PA R T I C U L A R LY AC U T E . Companies just haven’t got enough people with the right kind of skills that a digital, green, hi-tech economy requires. Their productivity decreases as a result and they aren’t able to offer a full range of services. As a result, they’re not competitive enough and not as profitable. Many workers don’t have the skills that employers are seeking and struggle to find work and so the cycle continues.

Of course the tech sector does not just refer to IT companies. It extends to all those businesses where the use of technology and digital competency is integral to their success - in engineering for example but, less obviously, to the media or health sectors for example. Across the board it is a sector where women are particularly poorly represented. So the two problems collide in a perfect storm for an industry which should, by its nature, be leading the way. However, if you talk to people inside it, they are overwhelmingly convinced that it could be women who are the solution.

T E C H TA L E N T

In a new survey by Computer Weekly, 67% of tech workers in the UK believe that women are the answer to tech talent shortages but only 40% said that their company has a plan in place to help improve the gender split in their IT teams. It also found that almost a quarter of respondents strongly believe that women are not well represented in higher positions within the tech workforce, despite the fact that the percentage of women answering the survey was small. In terms of salaries of those taking part in the survey, the average yearly female salary was around £61,640 while the average for male participants was higher at £86,392. More than half also said that men need to be more involved in helping to create a more inclusive culture in the sector, an increase from 23% last year and 40% the year before. Many in the sector believe that there should be a concerted effort by employers not only to encourage more women into the sector but to promote a sharper focus on building a more widely inclusive workforce. That starts by understanding the barriers that prevent a more equitable representation of women in tech so they can be properly addressed, from difficulties in attracting more women into the sector from school and university, to successfully retaining them within their organisations through an understanding of the issues they face and a commitment to fair progress.

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The financial services sector has a key role to play in developing a talent pool for high tech skills Many businesses working with the Purpose Business Coalition are already attracting and retaining more diverse workforces. Aerospace company, Leonardo, runs a successful apprenticeship scheme which offers people of all backgrounds the chance to learn the cutting edge skills that tech companies need. It also has an ambitious gender target, aiming for 30% of its UK organisation to be female by 2025, and runs a STEM Returner Scheme that helps ensure that skilled women do not drop out of the workplace. Energy infrastructure and solutions provider, Smart Metering Systems (SMS) plc, offers an apprenticeship programme and also runs a Training Academy that delivers technical training and skills in Bolton, a city which has previously struggled to attract investment. The global digital business services company, Teleperformance, which features in a number of best places to work lists, celebrates the achievements of the women who work there in its TP Women scheme but also drives positive change by addressing their issues in the workplace. The financial services sector has a key role to play in developing a talent pool for high tech skills. Virgin Money’s A Life More Virgin initiative delivers a more flexible approach to work that facilitates the needs of women’s commitments outside work as well as giving the company an advantage in terms of talent retention and the recruitment of a diverse resource pool. Another partner in the financial services sector, Aldermore, has set a target of increasing the number of women represented in senior management roles to 30% in 2023 and 50% representation by 2025. These businesses have recognised that a focus on addressing the gender divide will pay dividends for the company and their employees and through their proactive policies are closing the skills gap by widening opportunity.

DOU BLE DOS E OF OPPORTU N ITY

New campaign highlights universities’ double dose of opportunity NOW THAT UNIVERSIT Y TERMS HAVE STARTED AGAIN, WE SHOULD REMEMBER THE PRESSURE THAT STUDENTS IN ENGL AND, WALES AND NORTHERN IREL AND WILL HAVE BEEN FACING AS THEY WAITED

With less A* and A grades awarded this year as attempts were made to return grading to pre-pandemic levels, UCAS prepared for a fraught period of clearing. It had already warned that several popular universities were full and that students would need to act quickly if they wanted to secure a place elsewhere.

TO FIND OUT HOW THEY DID IN THEIR EXAMS AND IF THAT WAS GOOD ENOUGH TO GET THEM INTO THEIR UNIVERSITY OF CHOICE. IT’S AN ANXIOUS TIME, AND O N E W H I C H H A S B E CO M E I N C R E A S I N G LY U N C E R TA I N OVER THE LAST FEW YEARS.

A level results day – with all its personal victories and disappointments – reminded us how much of an appetite there still is for higher education, despite suggestions by ministers that some degrees offer poor value for money. Although the UCAS warning was aimed mainly at those hoping for Russell Group places, it’s important to remember

It’s a dual role which is highlighted in the Purpose Coalition’s new campaign Raising Standards, Creating Opportunities. With widening participation and collaboration at the heart of their work, universities can offer key insights for the wider economy on how to truly spread opportunity. Against wavering messaging from the Government on a focused levelling up agenda, they have steadily defined their roles as engines of social mobility. Many universities play a crucial role raising standards in their local schools. They do a huge amount of work with children pre-sixth form, either directly by tutoring pupils and upskilling teachers or indirectly by the provision of teacher training courses. Through their active engagement with local initiatives, tutoring, mentoring, and collaborative projects, they make a significant difference to local education outcomes. Coalition partner, Solent University, uses its strong community connections to target disadvantaged learners in Southampton where educational outcomes are consistently poor. Its More Maths tuition programme supports learners in small groups and results show it is increasing their confidence and knowledge, prompting an even greater demand for places.

Partnership involving more than 60 partner secondary schools. Alongside their work in schools, universities also play a vital economic role, contributing around £95 billion to the economy as well as supporting more than 815,000 jobs. They educate tomorrow’s workforce, including public sector workers like teachers, nurses and medical specialists. They also foster innovation and entrepreneurship in partnership with businesses and specialist industries that can support local communities.

DOU BLE DOS E OF OPPORTU N ITY

that there are huge numbers of other universities across the country which are delivering opportunity, helping individuals realise their potential and contributing to their communities.

The University of Greenwich’s enterprise centre, the Generator, helps students and graduates develop entrepreneurial skills, start new ventures, and grow existing businesses. In 20222023 alone, the University awarded funding totalling £25,000, sponsored by Santander, through the Generators flagship competition - The Enterprise Challenge. Cardiff Met has been one of the top UK universities for Graduate start-ups each year for the last six years. The University of Derby Programme, Invest to Grow, partnered with SureScreen Scientifics, a local family business specialising in forensic analysis, to fuel their expansion into DNA analysis, including a new laboratory to expand their work.

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Coalition partner, Solent University, uses its strong community connections to target disadvantaged learners in Southampton where educational outcomes are consistently poor

Liverpool Hope University is the latest university to partner with the Purpose Coalition to highlight the social impact it is making and to explore how it can make an even

greater difference. Loughborough University also focuses on the learning and teaching of mathematics and statistics, recognising that poor mathematical skills are associated with unemployment, low income and poor quality of life. Its Department of Mathematics Education is one of the largest groups of mathematics education researchers in the UK and has an international reputation. It is also home to the Centre for Mathematical Cognition as well as a new Centre for Early Mathematics Learning. The University has a long tradition of educating and developing teachers and a well-established and successful Initial Teacher Education (ITE)

As a first step in the Raising Standards, Creating Opportunities campaign, a report has been published featuring a wealth of best practice examples of how member universities are raising standards and creating opportunities. In the run up to an election, issues affecting higher education will be at the fore – whether that is how universities will be funded given rising costs and static tuition fees, low-value courses, the number of international students or student loans. Going forward, the campaign will give universities a voice that will highlight the contribution they are making and shape a sustainable future for higher education.

O PE N CAM PUS

Open Campus L AURA WILLIAMS, ASSISTANT DIRECTOR, SPORT PHYSIC AL ACTIVIT Y AND HEALTH AT C ARDIFF METROPOLITAN UNIVERSIT Y DISCUSSES HOW THE UNIVERSIT Y’S OPEN CAMPUS PROGRAMME IS HELPING THOUSANDS OF S C H O O L C H I L D R E N AC RO S S C A R D I F F T O PA R T I C I PAT E I N S P O R T A N D P H Y S I C A L AC T I V I T Y.

WHAT IS OPEN C AMPUS?

Open Campus allows staff and students to work collaboratively with the Cardiff community, creating learning experiences through sport. The programme was first piloted in 2019 as a new and innovative way to improve the learning outcomes for Cardiff Met students, while at the same time providing opportunities for local school

academic research. A key benefit of this alignment is the provision of opportunities for partners to utilise the world class facilities on our Cyncoed Campus in practical sessions which occur within the University curriculum. Additionally, placement opportunities allow students to work on projects within the community to support

children to engage in sport and physical activity. What makes the programme unique and sector-leading is its alignment with the University curriculum. This allows us to provide a range of free and paid-for opportunities to partners, both on- and off-campus, which are linked to students’ degree outcomes and

physical activity and health outcomes across the capital. This year, the programme has expanded its partnership to include a wider range of community groups delivering sessions to the elderly, homeless, disengaged, those within the judicial system, local sporting clubs and national governing bodies.

O PE N CAM PUS

RESULTS

FEEDBACK

At Cardiff Met, we view Open Campus facilitating the education and deployment of a high-quality student workforce through collaboration with key partners. In doing so this enhances the physical activity and health provision across the Welsh capital and ultimately contributes to Cardiff as a world-leading capital city of sport, physical activity and health.

Not only do school pupils get to explore the Cardiff Met campus, they also see and hear from some of our elite level athletes to further enhance their experience. Our Cyncoed campus hosts a number of national governing body performance centres which means on any given day there will be school children training alongside current or future world and Olympic medallists, in what is a truly rich and beneficial environment for all involved.

Working with our partners at Cardiff Council, in 2022/23, the programme had 9,471 attendances and engaged 29 primary and 16 secondary schools, including 25 in areas of multiple deprivation and five European and International schools. For students, this also included 326 on-campus placements and 258 community placement opportunities, delivering sessions as part of their undergraduate degree programmes. The impacts have been staggering. Students have had the opportunity to experience real-world situations, translating what they learn in the classroom and applying this to groups of school children. Reciprocally, the schools and their pupils have had the opportunity to experience sport in some of Cardiff Met’s world-class sports facilities and enhance their PE provision through student-led activity.

Cardiff Met also supplements Open Campus with research support, with the aim of providing an evidence base showing the impact Open Campus has on the health and activity levels of school children across the Welsh capital.

CREATING FUTURE PARTNERSHIPS WITH THE COMMUNIT Y Open Campus is only possible due to the long-standing joint venture agreement which exists between Cardiff Met and Cardiff Council. It is one example of many physical activity, sport and health interventions the university delivers with a wide range of partners. This includes developing projects for older adults, increasing disability provision, supporting mental health initiatives and engaging young people in the judicial system to name a few. By creating trusted partnerships within the community, together we can work to accomplish educational transformation, research with impact, sustainable economic growth, social cohesion, and health and wellbeing. All while developing the confidence, resilience and experiences of everyone taking part. As the programme grows and develops, we are looking to expand the range of partners involved. There are two key pillars that underpin any Open Campus projects: > Open Campus projects must provide value to communities by increasing the quantity and quality of opportunity to engage in sport, physical activity and health interventions. > Open Campus projects must improve the student experience through the provision of authentic learning experiences that enhance student outcomes and increase the quality of Cardiff Met graduates. By increasing the reach of Open Campus we hope not only to provide greater opportunities to the Cardiff community but also to expose students to a wider variety of learning experiences. This will give our students the chance to expand their skill set and become civic-minded graduates ready to enter the workforce. If you are interested in collaborating with Cardiff Met through Open Campus please contact opencampus@cardiffmet.ac.uk.

FI NANCIAL I NCLUSION

Financial inclusion is crucial for maintaining vibrant communities INCLUSIVIT Y IS KEY TO A FAIRER, MORE EQUAL SOCIET Y WHERE EVERYONE, WHATEVER THEIR BACKGROUND, C AN ACCESS OPPORTUNIT Y AND HAVE THE CHANCE OF A BETTER LIFE. THAT EXTENDS TO FINANCIAL INCLUSION TOO. That means that people and businesses have access to useful and affordable financial products and services that meet their needs and are available to everyone, including getting the right advice to manage their money effectively. It’s especially important for less privileged communities and the most vulnerable who otherwise would not have access to essential financial tools that enable them to make and accept payments, get loans or insurance and save for the future. It means they can achieve short-term goals like buying a suit for a new job, or longer-term goals like buying a car or a house. Financial inclusion can make a huge difference to how well people get on in life. Being unable to access mainstream financial services leads to financial exclusion and it’s now clearer than ever that can result in social exclusion, poverty and inequality. At a time when Lloyds Banking Group announced the closure of 18 Halifax branches and 22 Lloyd sites and Barclays the axing of another 15 branches across the country, that prospect will become much more of a reality for many people who live in areas they serve. The closures follow confirmation by NatWest last October that it would be closing 43 more branches during the first half of this year and by HSBC in November that it would be shutting a further 114 outlets between April and August. Consumer group Which estimates that UK banks and building societies have been closing branches at the rate of 54 a month since 2015 – that’s a total of 5,355 branches.

The number of people using services in-person has undoubtedly dropped over the last few years, with many preferring to use online banking and mobile phone apps rather than traditional counter services. Lloyds points to a 60% drop in footfall over the last five years at the sites it has just announced are closing. But the closures will leave some towns and suburbs without any bank at all, leaving the elderly and the vulnerable particularly at risk of financial exclusion. These are often the people who are also digitally excluded, unable to afford or use the technology that would allow them to do their banking online. Yet recent research has shown that the cost of living crisis has seen more people rely on their local bank to help them manage their money, preferring to get their advice and support from a real person. The fear of fraud, especially among older customers, is also a very real deterrent. Against a backdrop of cost of living pressures, there’s also been a rise in the number of people who are returning to cash as a way of managing their constrained budgets, withdrawing and paying in at free ATMs. Apart from the importance of human interaction for those who may experience little during the normal course of their day, people who are struggling to cope financially will be unable to access the help that may make all the difference to their life chances and, as a result, will be more likely to experience isolation and poor mental and physical health. If they are trapped in debt or unable to access capital, if they can’t afford essential everyday items, it will significantly limit their access to opportunity. That’s why if we’re serious about true equality of opportunity, financial inclusion needs to be at the heart of efforts to level up every part of the country. The Purpose Coalition has included it as one of the essential elements of its 14 Purpose Goals, a unique framework that identifies key life stages and areas where barriers to opportunity exist. They’re an effective way for organisations to assess the impact they are having on improving social mobility, sharing their best practice and measuring progress.

FI NANCIAL I NCLUSION

Goal 7 is Widening access to savings and credit, acknowledging that investing in yourself and being able to take the chances that will improve your life are vital to delivering opportunity. The CEO of specialist lending and savings bank, Aldermore, Steven Cooper, is Commissioner for the Goal and is committed to ensuring financial resilience, support for buyers in the housing market and better financial education, all of which are significantly undermined if people don’t have access to the support that local banks can provide. Virgin Money, another Purpose Business Coalition member, is focused on a purpose-led approach to financial inclusion which includes a commitment that no Virgin Money customer will pay a poverty premium by 2030. It has introduced a basic M account which helps people, especially those experiencing financial difficulty, manage their finances better. There is a further repercussion of local bank closures which will also have a negative impact on opportunity. Many high streets were already struggling before the pandemic. Repeated lockdowns

resulted in more business closures and the loss not only of local shops and facilities but also of community spirit, with residents unwilling or unable to visit town centres which appear increasingly empty and unattractive. As branches close and businesses are no longer able to conduct transactions in person, the lack of a personal business relationship and the inconvenience of having to travel further afield may mean some will move elsewhere, weakening town centres yet further and deterring any potential investment. Those without financial security and support, and those who cannot access savings and credit, get left behind. If the country is to recover from the pandemic, and weather the cost of living crisis, its future prosperity will depend on everyone at every stage of their lives being able to make the most of their potential. That means financial inclusion needs to be at the heart not just of government policy but of every organisation’s ambitions to deliver positive and life-changing social impact.

UN IVERSITY OF STI R LI NG

Kevin Grant, Dean of the University of Stirling’s Management School, explains why its impact goes beyond the classroom. HENRY FORD ONCE SAID: “YOU CAN’T BUILD A REPUTATION ON WHAT YOU ARE GOING TO DO.” That sentence is particularly pertinent to me and my team at Stirling Management School as we navigate the path of AACSB International accreditation and the shift towards positive societal impact. Pursuing a coveted AACSB accreditation – which is held by just 5.6% of the world’s business schools - is a rigorous process, one that has led to us taking a deep dive into what we do and the impact we make – on the business world and policy, on society, and on the community.

One of the most exciting parts of my job is listening to ideas, particularly among our budding student entrepreneurs. They are helped by our team of Entrepreneurs in Residence, who provide support to students and the community. So, it was a proud moment for all of us when Stirling Management School graduate Elizaveta Frolova shared her story of start-up success earlier this year at a Universities Scotland showcase at the Scottish Parliament. Elizaveta graduated in 2019 with a BA (Hons) in Economics and Finance and launched the award-winning company Inteldis, which provides tailored online English courses with native UK teachers.

UN IVERSITY OF STI R LI NG

At Stirling, our students make an impact whilst they’re still studying. There are currently more than 60 applied consultancy projects taking place amongst our business students. This ensures hands-on, practical experience for our students, and makes Stirling Management School an invaluable asset for the local business community. We cater to businesses and our community in other ways, too. The University of Stirling is one of a select number of partners delivering the Help to Grow: Management Course – a 90% funded UK Government programme, specifically designed for SME leaders (see panel). This is complemented by the upskilling modules we run in Digital Business, Sustainable Business and Project Management, all free to business professionals.

“ F I N A L LY, P E O P L E U N D E R S T O O D M Y B U S I N E S S ” At a staff and research level, we like to think we’re turning the business school model on its head, with a vision of helping businesses to have a purpose before profit. One of our recent academic appointments is a first for Stirling Management School and, I believe, unique for a business school. Dr Krista Bondy is an expert in business sustainability whose research focus is healthy urban development and preventing non-communicable disease. We have also created our first Digital Entrepreneur in Residence post, held by Joe Little, a former BP employee and Stirling graduate. Joe is helping prepare us for the business world of the future, including the business opportunities created by space, and the Fourth Industrial Revolution – otherwise known as Industry 4.0. We’re guided not only by the global challenges and opportunities shaping business, but also by our commitment to being a model employer. Our new roles of Associate Deans for Well-Being and Equality, Diversity and Inclusion ensure that we are prepared to address the health and well-being of students and staff. Through their committee memberships, government papers, and advisory roles, our academics are at the heart of the policy process. From the Scottish Government to Westminster, or the United Nations, Stirling Management School’s stamp is on everything.

At 10 years old, Life Fit Wellness – which combines healthcare and exercise services under one roof – stood out in its field, had a dedicated clinical team, and was enjoying strong sales. But owner David Bowmaker was ready for the next step. “I was ready to move the business forward,” he says. A year after completing the University of Stirling’s Help to Grow: Management Course – which helps boost an SME’s performance, resilience and long-term growth – Life Fit Wellness, with locations in Falkirk and Linlithgow, has transformed. And so has David. With the knowledge he has gained from the course, he hopes to upskill his team, grow it from 15 to 20, double turnover in the next three years, and add a third location. David’s main takeaway was having people who listened to his needs. “All the people teaching were very approachable. Finally, there were people who understood my business, who knew how to make the course applicable to it, and who got what I wanted to do with it.” Stirling Management School is one of a select number of Scottish partners delivering the 12-week course, through a combination of online sessions, face-to-face learning, peer support and mentoring.

Whether it’s town centre planning in Scotland, the global rise of AI, or embedding an entrepreneurial culture in Scotland’s universities, no challenge is too large or too small. So, when we talk about reputation building, it’s safe to say these aren’t plans and ‘what ifs’. Stirling Management School is making a difference right now.

“The course really is a business A to Z,” says David. “In areas you are confident in, it’s confirmation you’re doing the right thing. Where you’re not so experienced, the knowledge you gain is invaluable.”

M E R L I N E N T E R TA I N M E N T S

Merlin Entertainments signs up to Purpose Coalition to produce report on its social impact MERLIN ENTERTAINMENT S, THE GLOBAL LEADER IN L O C A T I O N - B A S E D F A M I LY E N T E R T A I N M E N T S , H A S COMMITTED TO A PAR TNERSHIP WITH THE PURPOSE BUSINESS COALITION TO PRODUCE A REPORT TO ASSESS IT S SOCIAL IMPACT.

In partnership with former Education Secretary, Rt Hon Justine Greening and crossbench peer and former Labour MP, Lord Walney, the Impact Report will consider Merlin’s work through the lens of 14 Purpose Goals. These focus on key life stages from early years to adulthood as well as the barriers to people getting on, such as successful school years or good health and wellbeing, and can help identify the gaps where access to opportunity is limited. Merlin is one of the world’s largest attraction operators. Since it was founded in 1999, its overriding purpose has been to work with stakeholders to create and deliver memorable and immersive brand experiences for the millions of guests that visit its sites, as well as long-term value for its investors. It operates more than 140 attractions in 24 countries around the world from famous attractions such as SEA LIFE, Madame Tussauds and The London Eye to iconic theme park resorts like LEGOLAND and Alton Towers Resort.

M E R L I N E N T E R TA I N M E N T S

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Like most businesses in the leisure and hospitality sector, Merlin’s success is built on its people. It offers a wide range of roles available, from customer-facing staff to those behind the scenes, including its technicians and engineers, who develop the innovative experiences that keep attracting visitors Chair of the Purpose Coalition, Rt Hon Justine Greening, said: “The role of the leisure and hospitality sector is hugely important in the UK, delivering jobs and opportunities across the country, and contributing significantly to local and national economies. The pandemic hit it hard, and it continues to be affected by cost-of-living pressures, in terms of its operations and the spending power of its customers. Despite that, however, there is no doubt that it remains a hugely popular part of people’s lives and attractions and theme parks offer an ever more sophisticated experience. By sharing its purpose-led best practice on attracting, developing, and retaining its staff and on its community engagement, Merlin can play a leading part in shaping the sector to levelling up the communities where it operates.”

Chair of the Purpose Business Coalition, Lord Walney added: “Like most businesses in the leisure and hospitality sector, Merlin’s success is built on its people. It offers a wide range of roles available, from customer-facing staff to those behind the scenes, including its technicians and engineers, who develop the innovative experiences that keep attracting visitors. At a time when there is an increasing shortage of workers with the right skills, a company’s ability to develop key personal, technical and digital skills that are also transferable is vital in delivering opportunity across the country.”

Matt Jowett, Chief Corporate Officer for Merlin Entertainments added: “Every day, Merlin delivers fun and memorable experiences to millions of guests around the world. As a business made up of over 30,000 Merlin teammates, we recognise that we have the collective ability to create lasting differences to society and our planet; well beyond the doors of our attractions and resorts. As a business we have always looked to make a positive contribution to the local communities in which we are based – whether through our employees, or through our two dedicated charities, Merlin’s Magic Wand Children’s Charity and the SEA LIFE TRUST. At Merlin, we believe our superpower is being a force for good and we recognise that people are at the heart of everything we do. Being part of the Purpose Business Coalition, we are looking forward to finding new ways to partner and support social mobility, as well as supporting the wider levelling up agenda.”

UN IVERSITY OF CH ESTER

University of Chester: Committed to levelling up through its ‘Citizen Students’ STANDING OUT THROUGH ITS AUTHENTIC CULTURE, MEASURABLE INITIATIVES AND EMBEDDING ‘THE CITIZEN STUDENT’ IN ALL ASPECTS OF UNIVERSITY LIFE ARE KEY TO THE UNIVERSITY OF CHESTER’S VISION.

Through its Citizen Student strategy, the University is embracing the opportunities offered by the goals set by the Purpose Coalition and utilising this vision to play its role in the Levelling Up agenda. On the launch of the University’s Purpose Coalition Impact report, Vice-Chancellor Professor Eunice Simmons, said: “Since 1839 our institutional mission has committed us to provide our students with the education, skills and support to enable them to develop as confident world citizens and to serve and improve the global communities within which they live and work. “One of my main priorities on joining the University in 2020 was to enhance this mission-led culture of social mobility and inclusivity, not just for our students but also for our staff and communities.” Professor Simmons noted that working with regional place makers over the last few years has highlighted the shared commitments to achieving sustainable and inclusive growth that addresses the inequalities facing marginalised and under-represented communities, without negatively impacting the natural environment. One example of this is the Pro Bono and Community Engagement work underway at Chester Law School. The School operates several projects that engage its students in real-world legal work, while also providing support to under-represented and vulnerable members of society. The University’s Legal Advice Centre houses five separate activities. The first three: the Chester Legal Advice Clinic (dealing with Family and Consumer Law issues); the Enterprise Clinic (dealing with Commercial Law queries) and the Employment Law Clinic, see student volunteers directly advising clients from the local community on their legal issues, supervised by qualified solicitors from local and regional law firms.

UN IVERSITY OF CH ESTER

The University was the second in the country to establish a Finding Legal Options for Women Survivors (FLOWS) Clinic, as part of a national independent legal support service designed to protect women against domestic abuse. This work sees students assisting survivors of abuse in drafting their applications and witness statements to gain a non-molestation order and/or occupation order against their abuser. The School’s Asylum and Immigration project is rooted in the strong relationship with Eastgate Chambers in Chester, which holds the Legal Aid contract for immigration and asylum cases across North Wales. Since 2018, Chester Law School students have been assisting Eastgate with research and administration for their immigration clients. Recently they have been involved with two significant activities – the Syrian Project, assisting with the drafting of applications and compiling evidence for Syrian refugees who entered the UK in 2017 under the Syrian Vulnerable Persons resettlement Scheme and are now applying for indefinite leave to remain – and the Ukrainian Project – assisting with interviewing and filling in paperwork required for Ukrainian refugees fleeing the war. This work was recognised at the LawWorks and Attorney General Pro Bono Awards 2021 and shortlisted for Best New Pro Bono Activity. The Chester Community Law Project is a student volunteering initiative committed to empowering members of the local, regional and national communities by raising awareness of legal rights and obligations. Students work in teams, led by a student Project Manager and supervised by qualified solicitors,

to research, produce and deliver interactive sessions, leaflets and online videos on a wide range of legal issues for the benefit of stakeholders, including school children, pensioners, foodbank users, those facing homelessness, refugees and women facing discrimination in the workplace. Committed to encourage those from all backgrounds to apply, the School offers application advice and guaranteed interviews to students from those areas least represented in higher education who apply to volunteer with the Chester Community Law Project and/ or the Legal Advice Centre. This commitment to inclusivity is at the core of activity at the University of Chester. While welcoming students from 115 countries, in 2021/22 nearly half its new undergraduates came from local communities and 40 per cent from areas of low participation in higher education. It is also a subject close to Professor Simmons’ heart. She is the Chair of the Transforming Access and Student Outcomes (TASO) charity that partners with more than 100 universities, providing access to research, toolkits and evaluation guidance to improve equality in the sector. She added: “Our University doesn’t only serve the communities surrounding Chester, we have University Centres in rural and urban areas, in Shropshire, Birkenhead, Warrington and Reaseheath. All these communities face their own challenges and have their own aspirations for a fair and prosperous future and we recognise our role in helping to achieve this goal.”

U K P O W E R N E T WO R K S

Taking your customers with you – how UK Power Networks is planning to deliver energy transition on budget and on time THE UK HAS BEEN GIVEN A BOOST IN ITS JOURNEY TO NET ZERO WITH THE L AUNCH BY UK POWER NET WORKS OF THE COUNTRY’S FIRST INDEPENDENT DISTRIBUTION SYSTEM OPERATOR (DSO).

As the country transitions to a low carbon future, there are three key priorities for the energy sector – security of supply, affordability and sustainability. There are a wealth of projects taking place that need to be supported by a fit-for-purpose electricity supply that is delivered on time and at an acceptable cost to network customers. Decarbonisation means that electricity demand needs to double by 2050 if communities are to be served effectively.

The cost of building a brand-new network would be prohibitive against the backdrop of a cost-of-living crisis which is already very challenging for many of its customers. The DSO will play a vital role in helping to incentivise them to shift their energy consumption or generation so that UK Power Networks uses its existing electricity grid infrastructure effectively while making it as affordable as possible for those customers who want to adopt low carbon technologies. Using the latest advances in data, technology and consumer flexibility, the DSO will help to ensure best use of the existing infrastructure while motivating its customers to change their behaviours, such as moving energy use away from peak times or increasing it at times when overall demand is low. Increasing that flexibility alongside digitalisation of the network will be the next step in making it more efficient.

UK Power Networks has responded to the challenge with the landmark introduction of a DSO. It will ensure that there is enough electricity capacity across its network in London, the East and South East to support the anticipated uptake of electric vehicles, heat pumps and renewables generation. UK Power Networks currently has 7.4GW of renewable energy connected

There is also a crucial issue of trust in encouraging customers to adopt the behaviours that will facilitate Net Zero. Businesses need to reassure them that the actions they are taking are financially sound and well-considered if they are to get them on board. UK Power Networks sees the role of the DSO as integral to its collaborative approach towards customers so that the energy transition is a transparent process. The Operator will be overseen by a supervisory board that will act in the interests of UK Power Network domestic and commercial customers. It will robustly challenge proposed solutions to new capacity, whether that is to

to its network. As just one example of the increase it is expecting to see, it is preparing for 2.6 million electric vehicles in its regions by 2028 compared to the 450,000 vehicles that currently charge from their grid.

build or to go to market for flexibility. It will also publish its findings annually in a report that will be available publicly. As a dedicated, standalone business, it will enable UK Power Networks to deliver transformational change at pace.

U K P O W E R N E T WO R K S

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It is an independent, legallyseparate entity which we are confident will bring savings to customers, inform our network investment decisions in the most cost-efficient way and help to facilitate the transition to Net Zero.

CEO, Basil Scarsella, acknowledged his ambitions for a new era for electricity networks: “We are pleased to be leading the way in supporting the energy transition through the launch of our DSO. It is an independent, legally-separate entity which we are confident will bring savings to customers, inform our network investment decisions in the most cost-efficient way and help to facilitate the transition to Net Zero.” Chair of the Purpose Coalition, Rt Hon Justine Greening, said: “The best purpose-led businesses lean into their customers and communities, and make their priorities their own. The introduction of the first DSO by UK Power Networks demonstrates its intent to ensure that the energy transition works for everyone. That will be crucial as we continue on our Net Zero journey. Hitting the 2050 target for Net Zero requires a national effort from everyone but businesses have a particular responsibility to lead the way and help us adapt to a changing world. UK Power Networks are taking that opportunity to drive innovation and a greener future.”

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EMPOWERING SOUTHAMPTON’S VIBRANT YOUTH COMMUNITY Created by young people, the free arts festival was a bold invitation for all children and young people in Southampton to share what they’d like to see next in their city. The event was part of Connecting Culture, a ground-breaking research project led by the University of Southampton and supported by Arts Council England and Southampton City Council.

Find out more:

youtu.be/6oOggLaNEuw

Credit: What’s Next Southampton? c. Dev Place Photos

What’s Next Southampton? connected the city’s diverse communities through culture.

ANCHOR

UK economy loses £6.6 billion a year from drop in later life employment A NEW REPORT BY CROSS-PART Y THINK-TANK DEMOS, SUPPORTED BY ANCHOR, REVEALS THE UK ECONOMY COULD UNLOCK £6.6BN A YEAR BY RETURNING TO PRE-PANDEMIC L ATER LIFE WORKFORCE LEVELS, BY M A K I N G S TAY I N G I N W O R K M O R E I NC L U S I V E .

These figures are revealed amidst the cost-of-living crisis, rising

Sarah Jones, Chief Executive of Anchor, says: “Through the ‘Platinum Pound’ we have listened to the experiences of thousands of people in later life. The message is simple – our ageing population has incredible potential that is being missed. We must reverse the social and economic impacts of older people being excluded or overlooked to ensure they are supported to remain in work for as long as they choose.

inflation, skills shortages and recruitment and retention challenges across many industries. With a rapidly ageing population and 800,000 older people who want to re-enter the workforce, removing barriers to later life working can futureproof our economy and unlock the potential of our ageing population.

“As an Age-friendly Employer, we see first-hand the benefits of later life working and the invaluable skills and experiences older workers bring. We urge more organisations to sign the Age-friendly Employer Pledge. Government must listen to the report’s findings

THE ‘PL ATINUM POUND’ REPORT REVEALS AN A D D I T I O N A L £ 1. 2 B N A Y E A R C O U L D B E U N L O C K E D B Y RETURNING TO PRE-PANDEMIC RATES OF L ATER LIFE VOLUNTEERS.

In response to the findings, Anchor, England’s largest not-forprofit provider of housing and care for people in later life, is urging businesses to sign the Age-friendly Employer Pledge to make workplaces more inclusive, and is calling on government to remove barriers to working in later life to bolster our economy.

ANCHOR

and take action to empower our ageing population, unlocking both their potential and economic benefits.” Policy recommendations from the Platinum Pound report include:

Sandy was originally contracted to work for Anchor for six months and had hoped to gain some IT skills from the position. However, once she started, she found that the opportunities and support available was much more than she could have hoped for.

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Mandate large public and private sector employers to provide redundancy employment support programmes for employees over 50 years old

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Consult on mandating large public and private sector employers to train managers on how to manage older workers and improve

“I had a great team and felt truly welcomed which made all the difference to me. When I got stressed, I reached out and the help was overwhelming and unbelievable. I feel really proud of myself for learning so many new things while working from home during Covid too, and my colleagues made me feel like there were no stupid questions and provided the support I needed. This kind of treatment is

cross-age team working

what makes people my age feel valued.”

A tax-free £1,000 Priority Jobs Bonus – for all workers over 50 working in shortage occupations and earning less than £50,000 a year

Sandy would like to see the government introduce new policies to tackle ageism in the workplace and help people to keep working in later life if they want to, and for businesses to promote a working environment that attracts and retains older workers.

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Sandy Strover, 55, has been working as a Location Manager at Anchor since 2019 and currently operates across 30 properties in the Swindon area. Sandy has had many different roles throughout her professional life, including being a nurse and a self-employed property manager, and says she has experienced ageism in a previous role. “I felt like a fish out of water. Everyone was young and despite having skills that I wanted to put into practice, nobody valued them. I felt really underappreciated and my confidence certainly took a hit. It was my daughter that eventually sent me the role with Anchor and, at first, I didn’t feel I was qualified enough because my confidence had fallen that low.”

“People in later life have a lot to give to a workplace, and a lot of crucial knowledge! A lot of companies may just look for younger people, but I don’t necessarily believe that’s what’s best.” “Regardless of my age, I learn something new with Anchor every day. Having negative pre-conceived perceptions around older people in the workforce is where it all goes wrong, we should be able to all learn from each other.” __ For more information visit: anchor.org.uk

T R AV E L O D G E

Fostering a Positive Work Culture: A Conversation with Travelodge’s Head of People Services IN A RECENT EPISODE OF THE FIT F OR PURPOSE PODC AS T, PURPOSE COALITION CHAIR, R T HON JUS TINE G R E E N I N G S AT D O W N W I T H LY N N E H O O WAY ( P I C T U R E D S E CO N D F RO M R I G H T ) , H E A D O F P E O P L E S E R V I C E S AT TRAVELODGE.

T R AV E L O D G E

Rt Hon Justine Greening: Welcome to this Fit for Purpose podcast. This week we’re talking to Lynne Hookway, Head of People Services at Travelodge. It’s a chain of independent hotels that started back in 1985. There are now 600 hotels, with tens of thousands of guest bedrooms. Tell us a bit about your role and what it means in practice. Lynne Hookway: I’m based at our head office in Thame and my responsibilities really are in two parts. First of all, I’m responsible for our People Services and Employee Relations teams who are central teams there to support all our colleagues with advice on a wide range of HR matters, from maternity leave and pay to helping people work through workplace issues. And then I’m also responsible for delivering our diversity and inclusion agenda, which internally we call Belong. JG: So in terms of that increasingly important employee wellbeing agenda, and the positive work culture that enables it, how do you at Travelodge prioritise that for employees? LH: Interestingly, I don’t think it’s about prioritising one thing over another. What we want wellbeing to be is really just how we do things around here. So back in 2021 we launched our wellbeing initiative called Better Me. As part of that, to give you an example, we created the concept of Better Me moments, where we encourage people either individually or as a team to do something to focus on their physical, emotional, financial or work wellbeing. And we’ve seen some really great examples of people doing that, from going for a walk during a break, or doing walking one-to-one meetings, to having conversations about things like menopause or mental health. So we’re really aiming to integrate wellbeing into daily work life. JG: And when you look at those broader challenges that hospitality as an industry is facing, how would you describe some of those key challenges? There’s a lot you’re doing internally, but obviously it’s against an external backdrop that is more challenging now than in the past.

LH: I think a lot of people will be aware that the hospitality industry has a really transient workforce and it can no longer rely on that continuous stream of unskilled migrant workers to fill entry-level hotel roles. So we’re very much concentrating on creating good opportunities that fit around your life. So for example, if you have caring responsibilities or you’re currently in education, you should still be able to find a role with us that fits around your life stage. So I think it’s about making us as a business fit in with people’s lives, rather than them fitting in with us. JG: So what’s changing now for Travelodge is that it’s much more about fostering employee development and career progression opportunities and presumably there’s a lot of work that you’re doing to fit that into this bigger picture of careers at the company? LH: Yes absolutely. Apart from our hard skills training, our people strategy really centres around giving our colleagues opportunities to learn more, earn more and belong. And in terms of that employee development and career progression, there’s three main things we’re focusing on right now. Firstly, putting more people through the four levels of our Aspire programme. That’s a programme designed for our hotel colleagues to progress from entry level roles to team member roles and right through to district manager roles if they want to. The best thing about that programme is that you can join at a time that suits you. So we used to have cohorts of people starting all at the same time, now you join at the time that suits you. When you’re ready, we’re ready. Secondly, we’re increasing the breadth of learning for our people to cover things like resilience and managing difficult situations. Again, to ensure when people move into those more senior roles, they’re really prepared. And thirdly, and going back to the wellbeing topic, we’re giving our colleagues opportunities to learn about and really focus on their wellbeing and how it affects their own performance and the performance of their teams.

T R AV E L O D G E JG: I know that you’ve got some innovative HR initiatives and programmes for Travelodge that have really focused on employee engagement. Tell us a little bit more about those. LH: I mentioned earlier about some of the challenges in our industry so employee engagement and retention remains a real key priority for us. Our colleagues tell us what’s important to them through our annual engagement survey and feeling like they belong was a key driver of our Employee Net Promoter Score last year. We worked really hard on our Belong initiatives and recognition. For example, we’ll be celebrating Housekeeping Week in September to recognise the hard work of all of our housekeeping teams across the UK. And that’s important because around 46% of our 13,000 colleagues are housekeeping team members so it’s a really good opportunity to recognise this group of people. We replicate that in other areas of our business. Earlier this year we celebrated Nights Week which included some specific wellbeing resources for our Night Team members, such as sleep hygiene which proved really popular. We also held live Q&A sessions with some of our Senior Leadership Team which was really appreciated by our Night Teams. We recognize length of service as well and great performance through our Better Travelodge badges. And once a month we spend time thanking and recognizing the work of our hotel teams with our Fab Friday events as well. JG: It sounds really good and gets us into diversity inclusion in the workplace. Tell us a little bit more about how you approach that really important area and some of the strategies there to make sure you

to celebrate and educate. For example we’ve done a lot over the last couple of years to educate our colleagues on things such as neurodiversity. Mental health is a regular topic throughout the year. We celebrate religious festivals and, for the first time this year, we’re taking part in two Pride events as a company, in Manchester and in Brighton. We’ve also given 100 of our colleagues the opportunity to march in one of the parades with us, which is fantastic and is creating a lot of excitement. This year, we’ve also introduced some senior sponsorship groups, and they’re headed up by members of our Operating Board who, alongside our Senior Leadership Team, help to drive our D&I initiatives. All the research out there shows the most successful D&I strategies are achieved by being supported by the most senior people in the organisation so it’s really important that all our colleagues see our most senior leaders driving those D&I initiatives forward. And then lastly we’ve set ourselves targets as part of our sustainability plan to improve gender and minority ethnic representation at senior levels. That’s to ensure the leaders of our business are representative of our workforce and wider society. I’m really excited that we’re about to kickstart our social mobility journey as part of our membership of the Purpose Coalition, and that will really underpin and support all the work we’re doing in this space. JG: I think it’s really brilliant and we’re delighted to have that focus from Travelodge on social mobility. As a household brand, something that people are so familiar with, it’s real leadership as well.

promote a diverse workforce. LH: There’s a number of things we do for D&I, or Belong as we call it. It’s a key part of our people strategy and we approach it in a number of ways. Firstly we have an annual calendar of campaigns which aims

Let’s go back to the talent picture because obviously you want to get that top talent. What’s your approach as an independent hotel chain on attracting and then retaining that top talent that’s obviously crucial for your success?

T R AV E L O D G E

LH: This is something we’ve been thinking about over the last 6 to 12 months and we’re working hard on our employer brand to make sure it represents us as a business and reflects who we are. I think most people will recognise our customer brand but we want to make sure who we are as an employer also comes across to people in the outside world. I think we do so many great things internally but don’t always shout about them loudly enough externally. We’ve recently refreshed our careers site and we are really conscious that we use real people from within Travelodge - rather than models - to showcase and celebrate the colleagues we have. I think our commitment to ensuring everyone can belong at Travelodge goes a long way to ensure once you’re here, you’ll want to stay. JG: It’s so important and when you look at the impact of COVID, you’ve also had the increasing pressures around the cost of living. I guess for Travelodge that you’ve really had to take that on board in terms of your people services strategy. Tell us about some of the ways you’ve responded to that and what you’ve done to support your employees. LH: We’re really aware that many of our colleagues are paid national living wage and so they really feel the impact of any increase to the cost of living. Last year we issued supermarket vouchers to around 12,000 colleagues in the summer and then again at Christmas, and we’re doing the same this year in October. We’re also creating an

internal series of money saving videos under our financial wellbeing banner. We’re signposting people to how they can save money on everyday items via our partnership with Edenred, an employee savings platform where you can get discounts on everyday things like your grocery food shop, electrical goods, days out for the family and much more. And we also know that certainty of pay is really important during uncertain times and so we work really hard to ensure that we give that certainty to our colleagues through their contracted hours and the offer of additional schemes to earn more for doing more. JG: Lynne, if people are thinking about becoming part of that Travelodge family, where can they go to find out more about the roles you’ve got and the careers that are available? LH: All you need to do is type Travelodge Careers into your search bar, and that will take you to our careers site where you can search for jobs in either our hotels or head office. You can also get a really good taste of what it’s like to work at Travelodge via our Day in the Life Of videos. And we’ve also got a really great Belong video there as well. JG: It’s been really great to hear about the work happening at Travelodge. We’re really proud to have you as part of the Purpose Coalition. It’s great leadership on social mobility and we think it’s really valuable.

S O D E XO

Financial insecurity shouldn’t stand in the way of opportunity - why apprenticeships matter AN EXTENSIVE NEW STUDY BY THE CO-OP AND BARNARDO’S HAS FOUND THAT THE COST-OF-LIVING CRISIS IS IMPACTING YOUNG PEOPLE’S EDUC ATION C H O I C E S A S T H E Y FAC E I N C R E A S I N G LY T O U G H CALLS ON PLANNING THEIR FUTURES, WITH MORE THAN A QUARTER OF A MILLION DECIDING NOT TO GO ON TO HIGHER EDUC ATION OVER THE PAST T WO YEARS.

The study, Youth Opportunities Tracker: Fairer Futures, is one of the largest of its kind and examines the experiences, life chances and aspirations of over 5000 10-25-year-olds across the UK and how they have changed since 2021.

The research was commissioned by Co-op and children’s charity, Barnardo’s, is part of a wider partnership between the two organisations as they seek to raise £5m to support 750,000 young people to access basic needs including food, improve their mental wellbeing and create better opportunities for their future. They have also established a Youth Advisory Group with young people aged 16-25 who will advise on all aspects of the partnership to ensure that their voices are clearly heard in the debate. It adds to recent research projects Co-op has invested in to help to understand the attitudes, life chances and aspirations of young people, including Ghosted Generation 2021 and Unfairy Tales 2022. The new study highlights how young people are being forced to prioritise their basic needs in the face of continued cost-of-living pressures, with more than a third (35%) saying their family have had issues paying for or accessing food. The same numbers had also used food support and almost a quarter (23%) have started the day without a meal in the last six months. Looking to the future,

S O D E XO

a quarter of young people in the study (24%) thought it unlikely that they will have enough money to cover their basic needs. That sense of financial insecurity appears to be impacting directly on their aspirations for the future, particularly their inclination to go on to higher education. As recent figures estimate that average student debt for those currently completing a course will reach over £45k , the tracker shows that 250,000 fewer young people are thinking of going into higher education in 2023 compared with two years ago. Instead, many are looking to earn ‘quick and easy’ money elsewhere, as more than a fifth (22%) are focused on getting a job to help with financial pressures. In contrast, the study shows that there is a much stronger interest in doing an apprenticeship, rising from 40% to 44% of respondents over the last two years. That’s an estimated 500,000 people who are considering the learn while you earn option. Co-op has always been a robust advocate for apprenticeships and runs a comprehensive, countrywide programme with over 500 apprentices supported at any one time, across 30 occupations ranging from law to food technology. With many now uncertain if they would be able to make the longterm financial compromises higher education demands, it sees them as intrinsic to improved social mobility. Chair of the Purpose Coalition and former Education Secretary, Rt Hon Justine Greening, said: “This study is a bleak indictment of the very real impact that the current economic climate has had on young people, particularly those from disadvantaged backgrounds who have been doubly hit by the pandemic and the cost-of-living crisis. It shows that impact is extending beyond their immediate financial circumstances to how they envisage and plan their futures. As a purpose-led organisation, Co-op understands that businesses can play a crucial role in opening up opportunities for young people, especially those who feel that the academic route is not for them. Apprenticeships provide a chance to learn vital skills in a work environment with training and development that will help set them up for a career. They can also help to build skilled workforces in areas where there have often been too few chances for young people to get on.

Rt Hon Justine Greening recently attended four Co-op Academy Schools in West Yorkshire, Co-op Academies Trust serves almost 20,000 students across 32 schools in the North of England, Dr Chris Tomlinson CEO said “the report aligns with our experiences of our school leavers. Though university is still the pathway for the majority of our students, we have seen an increase of 7.2% of those going onto apprenticeships over the last two years. From working with our sixth form and college students we know that the cost of university is a real concern, far more students stay local to their nearest university and we also find students to be sceptical about the value a degree carries in the employment market. Apprenticeships are a great pathway into the world of work where you can earn while gaining valuable experience in your chosen field, and apprenticeships on offer are better than ever before.” Rt Hon Justine Greening, continued, “This summer’s GCSE results show that there is a widening attainment gap between communities that was clearly exacerbated by Covid and, more recently, by costof-living challenges that adversely impact the most disadvantaged. It is more important than ever that the apprenticeship system is fit for purpose so that everyone can achieve their potential, no matter who they are or where they are from. Businesses should offer and promote apprenticeships that pay the national living wage for apprentices to encourage young people from lower socio-economic backgrounds to embark on a scheme that can change lives. I introduced the Apprenticeship Levy in 2017 when I was Education Secretary but it now needs urgent reform to ensure it has the flexibility and transparency that will allow employers to engage with it more effectively. “Financial insecurity shouldn’t stand in the way of opportunity. This study and Co-op’s partnership with Barnardo’s builds on the fantastic work that it is already doing to support those young people furthest away from a level playing field.”

RESEARCH TODAY, MAKE A DIFFERENCE TOMORROW At the University of Stirling, our researchers are making a diﬀerence. Our research aims to address some of society’s biggest challenges. We’re working to improve the lives of people with dementia, feeding communities through sustainable aquaculture research, and ﬁnding creative ways to inspire better health and wellbeing. Growing populations and climate change, place demands on natural resources and ecosystems. We develop inclusive practices for environment protection, conservation, economic growth and social wellbeing.

Find out more about our research stir.ac.uk/research

Education without boundaries Our vision is to be the best modern university in the UK, leading the way in student experience, impact-driven research and knowledge exchange that makes a difference in the modern world. We proactively support our students to achieve their ambitions because of, rather than despite, their backgrounds. We take pride in the diversity of our subject expertise and the lived experience of our students, staff and alumni, in London, Kent and via our international partners across the globe. Visit greenwich.ac.uk

Top 5 university in the UK for helping students from less well-off backgrounds into high-paid careers after graduation. Which university degrees are best for intergenerational mobility? (2021), Institute for Fiscal Studies

R E N E WA B L E E N E R G Y

Renewable energy is on the agenda as bp looks set to build two wind farms IN A FIRST FOR THE SECTOR, ENERGY COMPANY BP HAS ANNOUNCED IT S INTENTION TO BUILD T WO HUGE W I N D FA R M S A S PA R T O F I T S P L A N S T O I N V E S T I N R E N E WA B L E E N E RGY. The Morgan and Mona projects in the Irish Sea would see up to 214 turbines about 20 miles off the coasts of North Wales and North West England and could power 3.4 million homes. bp has suggested that work could begin as early as next year, with the projects being taken forward without contracts from the UK government to guarantee revenue, in a sector where development has been hindered by rising costs. Large scale wind farms in UK waters have previously been supported by subsidies, often by ‘contracts for difference’ which guarantee that consumers pay a fixed price for electricity generated, topping up market prices with subsidies when required and offering revenue certainty to developers. bp indicated that would not need to happen in this instance because bp intends to use the electricity itself where possible, to meet the demand for green electricity in the UK.

R E N E WA B L E E N E R G Y

bp is also planning to invest £1 billion in electric vehicle charging in Britain and to build green hydrogen plants on Teesside. There had previously been challenges with the grid connection but the company considers that enough progress has been made to allow a shorter lease period in terms of lease payments. Chair of the Purpose Coalition, Rt Hon Justine Greening, said: “The last year has clearly demonstrated the close connection between energy security and economic security. If we want a secure energy transition in our journey to net zero it’s crucial that we reimagine what that will look like, for people and planet. That includes considering a wide range of energy solutions, including wind and hydrogen.

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We also need an energy transition that is fair and works for everyone. bp partnered with the Purpose Coalition to explore and develop its social impact and that work highlighted its firm commitment to home-grown energy and to empowering local communities. The Morgan and Mona projects will extend that, with renewable energy generating opportunity for those areas through an investment in infrastructure and the creation of well-paid and skilled jobs.” 83

CA: EVE NTS

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More and more organisations are recognising the power of events. Is yours missing out? I N T O DAY ’ S FA S T - PAC E D B U S I N E S S L A N D S C A P E , CO M PA N I E S A R E CO N S TA N T LY S E E K I N G I N N O VAT I V E WAY S T O M A K E A S P L A S H . IS IT ANY WONDER, THEREFORE, THAT O RG A N I S AT I O N S A R E I N C R E A S I N G LY T U R N I N G T O H O S T I N G E V E N T S ? T H I S H I G H LY E F F E C T I V E AVENUE C AN HELP COMPANIES DEMONSTRATE MEANINGFUL IMPACT, ALIGN WITH THEIR PURPOSE, AND CONNECT WITH THEIR STAKEHOLDERS.

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CA: EVE NTS

Purpose-driven events offer a valuable opportunity for networking and fostering meaningful connections. Bringing together industry leaders, decision-makers, and stakeholders in a focused setting creates an environment conducive to

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collaboration, knowledge exchange, and partnership-building. Whether it’s a roundtable discussion, a summit meeting, or a panel event, these gatherings provide a platform for thoughtprovoking discussions, idea sharing, and the formation of strategic alliances. By hosting such events, you position your company as a hub of expertise, thought leadership, and innovation, driving your industry forward.

purpose to every event we manage.

Events are also an excellent way to celebrate achievements and milestones. Whether you’re launching a report, introducing a new product, or rewarding employees and celebrating your workforce, events provide a powerful means to generate excitement, engage your target audience, and create a lasting impression. By crafting a well-executed event experience that aligns with your purpose, you can generate industry-wide recognition, enhance your company’s standing, and reinforce your brand’s unique position in the market.

When you choose CA Events as your partner, you gain access to our vast experience in organising high-profile events for discerning clients across various sectors. Having worked with C-suite executives for FTSE-100 companies, Secretaries of State, and university Vice-Chancellors, we understand the importance of aligning every aspect of the event with your purpose, ensuring that your message resonates with your target audience. From strategic planning to seamless execution, we take care of all the logistics, allowing you to focus on engaging with your guests and achieving your event’s goals.

But organising a successful event is no easy feat. It requires meticulous planning, flawless execution, and a deep understanding of the event’s objectives. That’s where partnering with an experienced events management company like CA

By entrusting your event to CA Events, you can enjoy peace of mind knowing that every detail is being taken care of. Our team’s commitment to excellence, meticulous attention to detail, and unwavering dedication to your success ensure that your event leaves a lasting impact on your attendees and stakeholders. We pride ourselves on our ability to create extraordinary event experiences that elevate your brand, inspire change, and deliver tangible results.

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Hosting events - especially ones driven by your company purpose - offers you a powerful platform to communicate your purpose, inspire change, foster connections, and elevate your brand. By partnering with an experienced events management company like CA Events, you can ensure the success of your event and maximise its impact. Let us be your strategic partner in creating extraordinary event experiences that align with your purpose, engage your audience, and drive meaningful outcomes.

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Unlock the power of purpose-driven events with CA Events and embark on a transformative journey that leaves a lasting impact on your organisation and stakeholders. Contact us today to start planning your next purpose-driven event. Find out more by emailing Liam@Thisispurpose.com

BOOST TH E N HS

How universities can help boost the NHS workforce and benefit the nation ON THE BACK OF A GLOBAL PANDEMIC THAT THREATENED TO OVERWHELM THE N ATION’S HEALTH SERVICE, THE FUTURE OF THE NHS HAS ONCE AGAIN COME TO THE FOREFRONT OF NATIONAL CONCERN, AS, FOR THE F I R S T T I M E I N I T S H I S T O R Y, S T A F F F R O M A C R O S S T H E P R O F E S S I O N S , F R O M N U R S E S T O C O N S U L T A N T S , R A D I O G R A P H E R S T O A M B U L A N C E W O R K E R S , T O O K I N D U S T R I A L A C T I O N , D E M A N D I N G B E T T E R P AY, C O N D I T I O N S AND PROTECTION FOR PATIENT S. MEANWHILE, WAITING LIS T S ARE AT RECORD LEVEL S, WITH A REPOR TED 7. 5 M I L L I O N P E O P L E A W A I T I N G T R E A T M E N T O F S O M E K I N D I N E N G L A N D .

Many of the problems have been attributed to staff shortages. According to a recent press report, there are 154,000 vacancies in the NHS and warnings that this could exceed half a million by 2036. On June 30, the Government published its long-awaited NHS Long Term Workforce Plan, a 15-year strategy to boost its heath workforce nationally. Recognising the desperate shortage of health professionals, from doctors to nurses, within the system, the Plan set out an ambitious set of recruitment targets, including doubling the number of medical school places across the Country from the current 7,500 a year to 10,000 a year by 2028 and then 15,000 a year by 2031. However, there is not a single extra place until September 2025. There is no reason to wait. In many parts of the country, universities and their partner NHS Trusts are ready and willing to educate more medical students now. This is certainly the case at the University of Worcester, whose Three Counties Medical School opened to its first cohort of medical students this month. For almost three decades, the University of Worcester has been educating professionals to work in health and social care, including Nurses, Midwives, Physiotherapists, Occupational Therapists, Paramedics and Physician Associates. Each year, approaching 1,000 health professionals graduate from Worcester and go on to make a significant contribution to the NHS and society.

BOOST TH E N HS

Now these students are being joined by medical students. However, this first, 45 strong cohort of medical students does not include any funded by government nationally. This is because there has been no opportunity to secure government funded places through the traditional ‘competition’ for the past 5 years. UK students will be starting in this initial cohort because, uniquely, the University received support from the Kildare Trust and local NHS trusts to fund 20 UK students through their four years of study. Each place costs over £40,000, most of which is spent in NHS Trusts and GP practices supporting work-based learning. The 20 UK students are joined by 25 self-funded international students. The Medical School will serve the three surrounding rural counties of Gloucestershire, Herefordshire and Worcestershire together with parts of the Black Country – areas in which the University’s health and education graduates are already making a most positive impact for the good.

with support from NHS Trusts and the region’s MPs. In particular, the new medical school will help address the pressing need for more doctors in this left-behind part of the UK, where health inequality has been further intensified by the Covid-19 pandemic.   It will also build on the University’s exceptional and proven record on widening access to higher education, ensuring better representation for groups that are under-represented in medical courses and in the profession. This includes, in particular, students from lower socio-economic backgrounds, who still account for only around 10 per cent of all admissions nationally as well as students with a strong connection to the locality who are highly likely to stay on and work as doctors in the region. The Government must take action immediately to boost our health workforce and let universities do their job to educate more professionals now. As a nation we will all benefit.

This ambitious project, which has been more than 7 years in the

Professor David Green CBE DL,

making, has been widely adopted as a key priority for the region,

Vice Chancellor of the University of Worcester

S O C I A L M O B I L I T Y I N L AW

Breaking down barriers to law

ASPIRATION SHOULDN’T BE A PRIVILEGE FOR THE FEW. NOR SHOULD ACHIEVEMENT. OPPOR TUNIT Y SHOULD OPEN UP BOTH FOR EVERYONE. GENUINE SOCIAL MOBILIT Y SHOULD MEAN WHERE YOU START DOESN’T DEFINE YOU, OR LIMIT YOUR POTENTIAL.

That means breaking down the barriers that can stand in the way of a better life. Social mobility cold spots across the country see many penalised early on in their lives. People grow up in communities with few connections or networks to help them get on, and little experience of skilled sector or professional work. In the most disadvantaged parts of the country, that can mean little or no experience of the world of work at all. Beyond the obvious challenge of financial insecurity, issues like accent are additional barriers. There are still too many who find themselves outside the mainstream and who have to fight all the harder to get the same opportunities as others. Even in 2023, differences of gender, race, age, disability, religion and sexual orientation can block opportunity. That can also apply to those whose life experiences have marked them as different – for example, those in the care system, former offenders and those with caring responsibilities. There’s no lack of talent in any of these communities but they

have to work a lot harder for it to be recognised. Many never get the chance. They lose out personally and financially but the loss is also felt by businesses and our local and national economies who miss out on the talent that could help them thrive. The law sector is still seen as a profession for those who went to the right schools and universities and who have friends or family who can give them a helping hand to get in and get on. It’s a particular perception of City law firms, despite the fact that many who aspire to work there live in plain sight of the law firms they’d like to join. Many don’t have the information or advice that will inspire and guide them towards the right educational choices and experiences at school. Those that study law at university are often hampered by their own lack of confidence in being able to access placements in successful law firms. The challenges within the sector also don’t cease upon entry into the profession, with many lawyers left struggling with firm culture and facing barriers to progression that prevent them from achieving their full potential. Achieving meaningful change across the legal sector is the aim of a new project launched recently by Chair of the Purpose Coalition and former Education Secretary, Rt Hon Justine Greening. Breaking Down Barriers to Law will look at how social mobility in the legal profession can be improved across the country, with a focus on regional firms and the key role they play.

A final event will present a plan of action to member law firms which will feature analysis of the challenges faced by the legal sector as well as case studies of best practice. It will also include a comprehensive set of recommendations for the legal sector and law firms that can boost social mobility and widen diversity and inclusion, all aligned with the four key themes.

S O C I A L M O B I L I T Y I N L AW

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This new initiative is a fantastic chance for law firms to contribute to shaping the future

represented and least privileged groups can be supported to thrive throughout their careers.

Rt Hon Justine Greening said: “Despite being the world’s sixth largest economy in terms of GDP, we’re still far too near the bottom of the social mobility league table of OECD nations. We have the ability to do so much better and, as we see in our work with Purpose Coalition partners, the best leaders also have the ambition. They recognise that it makes good business sense to ensure that the talent found in every community is properly nurtured so that everyone, regardless of background, can reach their potential. By sharing best practice, they can also inspire others in their sectors to look more closely at what they are doing to see if they are delivering opportunity widely enough. “That same commitment was also on display in our original project, Levelling Up Law, which led to the development of a talent platform with The Adecco Group, called FindMyPurpose, that will be launched later this summer. It connects students from non-Russell Group universities to companies in our Purpose Coalition and allows them to align with businesses that share their values. The project also identified that measurement and evaluation are key to progress and helped inform our work on socio-economic diversity measurement and targets. “This new initiative is a fantastic chance for law firms to contribute to shaping the future by developing a more strategic, country-wide approach to embedding opportunity. Encouraging a talent pool that more closely reflects the communities they work in will pay dividends not only for the individuals who can change their lives by accessing opportunity but also for the law sector with a more diverse and inclusive workforce contributing to innovative and profitable businesses.”

Participating firms at time of print include Fletchers Solicitors, Brabners, Freeths, FBC Manby Bowdler, Lester Aldridge LLP, Winckworth Sherwood, Walker Morris, JMW Solicitors, Boyes Turner, Brachers, Stevens & Bolton LLP, Wilson Solicitors, Harbottle & Lewis, Tees Law and Chadwick Lawrence. In four workshops, the project will focus on the key challenges of outreach, access, recruitment and progression. The first will bring law firms together to discuss outreach and how the sector can more proactively engage with those from under-represented backgrounds. The second on access will discuss what it can do to create more effective routes to work experience and placements, particularly for the most disadvantaged groups. The recruitment workshop will focus on fair practices, such as the adoption of name blind recruitment, contextual recruitment practices and other ways of creating fairness and equity in the recruitment process. The fourth on progression will look at how those from the most under-

T H E P U R P O S E C OA L I T I O N

Maintaining the engineering talent pipeline E N G I N E E R S A R E T H E W O R L D ’ S P R O B L E M S O LV E R S . YOU C AN SEE THEIR LEGACY EVERYWHERE – FROM ICONIC STRUCTURES LIKE THE PYRAMIDS OR AQUEDUCTS TO T E C H N O L O G I C A L W O N D E R S W E E N C O U N T E R E V E R Y D AY, LIKE THE LIGHT BULB OR TELEPHONE. THEY DEVELOP

In a world where technological change is a feature of daily lives, and integral to our futures, engineering expertise is evident everywhere - in our infrastructure, connectivity and transport. It is targeted at some of our most pressing challenges, from clean energy to healthcare to security and defence. There is a huge

Engineering UK has warned that it could be short of a million workers by 2030 which would inevitably lead to delays in vital infrastructure projects. It recently commissioned research into how the sector has changed in recent years and what its future needs will be. The resulting report highlighted the growing importance of the sector but also the scale of the demand it faces. It found that there were approximately 6.1 million engineering jobs (including tech roles) across all industries in 2021, representing around 19% of all jobs in the UK. At the same time, in the past year, recruitment activity for engineering roles accounted for 25%

range of careers for different types of engineer, from aerospace to medical, from chemical to agricultural. Some design buildings and bridges, some create robots or helicopters. They have a crucial part to play in our local and national economies.

of all job postings in the UK. That seems to indicate that the skills shortage in engineering is greater than in other areas and that demand for engineers is predicted to grow more quickly than for other occupations.

A N D R E F I N E P R O D U C T S T O A D D R E S S I S S U E S T H A T I M PA C T E V E R Y A R E A O F O U R L I V E S , A C R O S S E V E R Y I N D U S T R Y.

But there is a growing problem. In a world where the speed of change in digitalisation and green technology is ever more apparent, we are already facing a shortage of engineers. That problem is only likely to get worse as the demand for their skills increases.

T H E P U R P O S E C OA L I T I O N

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We have been working with a range of businesses on their social impact where engineering skills are at the heart of what they do

There has been significant growth in ‘green engineering’ roles,

“I was proud to join aerospace company, Leonardo recently to

driven particularly by the development of solutions to help adapt to and fight climate change. The report found that postings for such jobs have increased by 55% in the past five years and those requiring green skills increased by 48%. These feature across a number of engineering sectors, from civil and electrical through to ICT and software.

celebrate its base at Yeovil in Somerset as the official home of British helicopters. It has a long-established engineering and manufacturing hub in the town with an extensive 750-strong supply chain that supports 12,000 jobs around the UK. Its close engagement with Yeovil College and the STEM outreach programmes it operates across the region help to inspire the next generation of engineers, as well as maintain a skills base and cutting-edge research that facilitate its continued competitiveness on a world stage. It also demonstrates the contribution that a purpose-led company can make to its communities, providing opportunity for the long-term.”

There is concern that this year’s A-Level entries have shown a decline in design and technology (D&T) and physics, especially among girls. Although applications to engineering degrees are holding up, there are concerns that the sector is still not attractive enough to young people and needs an image change if it is to appeal to young people at school and university. Engineering UK’s CEO, Dr Hilary Leevers, has called for a robust plan to attract and train a future workforce, bringing more young people from all backgrounds into engineering and technology, alongside reskilling the current workforce. While there is a role for government in any future strategy, businesses themselves have a vital part to play in attracting and developing a robust pipeline of talent to ensure that the sector has the skilled workers it needs. Chair of the Purpose Coalition and former Education Secretary, Rt Hon Justine Greening, said: “ We have been working with a range of businesses on their social impact where engineering skills are at the heart of what they do. What is clear is that the best are laser-focused on nurturing a talent pipeline that will ensure their workforces – now and in the future – are equipped with the skills needed to meet the growing demand for green, technological change. That means engaging with local schools and colleges to make young people more aware of the opportunities that STEM subjects can offer and the range of careers they can open up, including engineering. It also means offering apprenticeships as well as graduate positions to develop employees on the job as well as attracting a more diverse workforce from a range of backgrounds.

Other Coalition partners are similarly making a difference in their communities, building skilled and resilient workforces. As an energy company, bp delivers a comprehensive programme of outreach to inform and inspire young people about the opportunities that STEM subjects can offer, including in engineering, and run a range of initiatives that specifically target girls who are underrepresented in the engineering profession. In the construction industry, Tarmac recruits from every part of the communities where it operates and its engineers have worked on some of the most iconic projects of the last century. In the transport sector, Southeastern Railways have committed to sector-leading targets to attract and develop women in all roles in what was a previously male-dominated industry, ensuring that the careers it offers are open to everyone. These businesses demonstrate that purposeful thinking on how best to attract, develop and retain talent from every part of the community pays dividends. It creates opportunities for individuals who have rewarding and well-paid careers and for their communities who reap the rewards of jobs and greater prosperity. It also generates a skilled workforce who can help to tackle the challenges that we face. Their best practice is important if we are to grow the talent pipeline for tomorrow’s problem solvers.

TH E UN IVERSITY OF G R EENWICH

Empowering Tomorrow’s Britain: THE ROLE OF HIGHER AND TECHNIC AL EDUC ATION IN CREATING A GREENER AND MORE PROSPEROUS FUTURE The University of Greenwich was founded as Woolwich Polytechnic in 1890 and was the country’s second polytechnic. Our heritage is deeply rooted in technical education. From the very start, we demonstrated a commitment to students, innovation, and partnerships. For example, in collaboration with the Ministry of War at the time, we pioneered the very first sandwich courses in the UK, combining an undergraduate degree with a placement in a professional setting allowing students to spend time in the real world of work. Today, we are extremely proud of our diversity. Our student body represents more than a hundred nationalities and backgrounds, fostering a global perspective among them. We are fully committed to levelling up and we are sector-leading in supporting social mobility. We work with hundreds of schools and colleges, have a breadth of outreach initiatives, and offer a wide portfolio of courses, such as apprenticeships, higher technical qualifications (HTQs), and continuing professional development courses. The facts speak for themselves. For social mobility the university ranks 4th in the Institute for Fiscal Studies 2021 index, 12th in the HE Policy Institute’s 2022 index, and we were ranked 19th worldwide for reducing inequalities in the Times Higher Impact Rankings for 2022. This inclusive approach not only benefits individuals but also contributes to a more diverse and skilled workforce, ready to confront the complexities of the modern world.

In addition, we continue to innovate based on the needs of employers, our society, and the planet. We do this by providing high-quality teaching, practical skills, and meaningful work experience. A great example of this is in health care, where students are taught in our award-winning Greenwich Learning and Simulation Centre (GLASC). Here we utilise the latest Virtual Reality and mixed reality tools to gain a learning experience as close to real life scenarios as possible whilst providing a safe space in which to test the limits of both the theory and students understanding. Our university was also the first in the world to graduate Midwives on a Midwifery Degree Apprenticeship and one of the first few universities in the country to start offering a climate change degree. Our graduates do not just leave with degrees; they depart ready to actively contribute to the world around them. Our commitment to nurturing innovation extends far beyond the confines of our classrooms. We firmly believe that collaboration is the cornerstone of progress. Our successful partnerships with diverse industries not only enrich our academic programmes but also allow us to address pressing issues, including sustainability. Collaborative endeavours with organizations such as Planet Mark, founded by our alumnus, underscore our dedication to sustainable practices, ensuring our students are well-prepared for the challenges that lie ahead. Success of our students is a multifaceted concept. It goes far beyond employment statistics, and includes adaptability, innovation, and community impact. It extends beyond mere job placement, but evaluates our graduates’ ability to drive change, inspire creativity, and make meaningful contributions to Britain and beyond. In conclusion, a brighter future for Britain hinges on the resilience of its universities and the quality of technical education they provide. Our institution’s legacy and vision stand as a testament to our commitment to fostering innovation, championing sustainability, and embracing diversity to unlock the full potential of our workforce. As we continue to evolve and adapt to the ever-changing world, our dedication remains unwavering in empowering tomorrow’s Britain, one graduate at a time. Together, we can forge a greener and more prosperous future for all.

TH E UN IVERSITY OF G R EENWICH

T O G E T H E R T O DAY

Join the campaign putting an end to loneliness in the LGBTQ+ community T O G E T H E R T O DAY I S T H E R T H O N J U S T I N E GREENING’S C AMPAIGN THAT PROMOTES AND ENCOURAGES YEAR-ROUND SUPPORT FOR LGBT+ EMPLOYEES BY COMPANIES AND ORGANISATIONS, M O V I N G B E YO N D T H E F O C U S S O L E LY O N P R I D E MONTH. ONGOING SUPPORT IS CRUCIAL FOR CREATING INCLUSIVE WORK ENVIRONMENTS AND COMBATING LONELINESS WITHIN THE L G B T + CO M M U N I T Y.

Inspired by Justine’s successful previous campaign, Together Tomorrow, Together Today emphasises the importance of addressing the challenges faced by LGBT+ individuals, particularly regarding feelings of isolation. While progress has been made in terms of visibility and acceptance, there is still work to be done in ensuring consistent support throughout the year. Together Today seeks to engage companies and organisations in actively supporting their LGBT+ employees, fostering an inclusive workplace culture, and providing resources to combat loneliness and promote well-being on an ongoing basis. Find out more at together-today.co.uk

WHY LONELINESS AND ISOL ATION?

Together Tomorrow’s specific campaigning angle is dedicated to addressing the profound and long-lasting impact of loneliness and isolation within the LGBT+ community, which is reported to be three times higher than the general population. With research suggesting that loneliness and isolation have a more detrimental effect on heart health than having a poor diet and not exercising, the impact on the LGBT+ community is severe. Together Today is dedicated to raising awareness, and fostering innovative solutions to tackle this pressing issue. By recognising loneliness as a critical concern and prioritising the well-being of the LGBT+ community, we can work towards creating a society where where people can be at their best because they can be themselves.

ON E PLAN ET PLEDG E

Now is the time. AS WE LEAD UP TO COP 28 IN THE UNITED ARAB EMIRATES THE ONE PL ANET PLEDGE IS REDOUBLING OUR EFFORT S TO HELP COMPANIES NAVIGATE A PATH TO NET ZERO.

There can be absolutely no doubt that climate change is one of the most urgent and pressing challenges that we face. As UN Secretary-General António Guterres has said, “the climate emergency is a race we are losing, but it is a race we can win”. Unarguably economic growth has been responsible for lifting unprecedented numbers out of poverty in the last twenty years. But unless we take action, climate change will have a devastating impact that pushes those gains back and risks devastating consequences. Our People and our Planet are two sides of the same coin. Through our sister campaign the Social Mobility Pledge, 500 organisations, covering 7 million people, have committed to tackling the opportunity gap for those people with the least privilege.

WHAT IS NET ZERO? ‘Net zero’ refers to achieving an overall balance between emissions produced and emissions taken out of the atmosphere. Like a bath with the taps on, an approach to achieving this balance can either be to turn down the taps (the emissions) or to drain an equal amount down the plug (removals of emissions from the atmosphere such as carbon sinks or carbon capture and storage).

It’s time for change when it comes to our planet too. Business as usual is not good enough. That’s why we must reach Net Zero as soon as possible. It’s going to require changing the way we work now, and tomorrow. It won’t be easy. But it’s the right thing to do. Society’s expectations of business are changing rapidly. People see through Corporate Reputation Advertising. They know it is money spent that’s really about protecting the company’s image; not about protecting our communities’ future - our people and our planet. Now, more than ever, businesses have a responsibility to lead; it means genuine purpose-led advocacy, on how business can take a wider world’s priorities and make them its own. That’s why the One Planet Pledge asks organisations to publicly, clearly and transparently make their pledge on when they will reach Net Zero. One Goal For One Planet. Net Zero. Find out more at oneplanetpledge.org

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