Serco UK & The Purpose Coalition
Breaking Down Barriers through Public Services
2025 Impact Report
1. Forewords
1.1. Rt Hon Justine Greening, Chair of the Purpose Coalition and Former Secretary of State for Education
People are at the heart of every organisation’s social impact strategy. Creating opportunities for their colleagues, their customers and for the communities they serve is critical for individual and corporate success, but also for broader regional and national growth.
The modern world is facing significant challenges. Geo-political security, achieving net zero and the rising cost of living are just some of the issues that can be more effectively addressed by working in collaboration with others in order to develop innovative and sustainable solutions.
Businesses like Serco UK are crucial in helping to meet these challenges. With its huge reach across place and sector, it can play a leading role in breaking down the barriers that hold people and places back, and ensuring that opportunity is accessible to everyone, wherever they are from and whatever their background.
Crucially, its understanding of the needs of government and the public sector also puts it in the forefront of being able to extend its social impact even further through its clients and supply chains, delivering social value for all its contacts.
This report can serve as a blueprint for how public sector partners can deliver a positive impact, although much of the best practice it details would inspire any organisation on its own social mobility journey. As with all the best purpose-led businesses, Serco UK’s strategy is driven by a set of values that are shared by everyone at every level of the company, a strong public sector ethos and a genuine desire to make a difference, both in the short and long term.
Serco UK’s work has been mapped against a set of 15 Purpose Goals, a framework developed by The Purpose Coalition covering life stages and key barriers to opportunity which allows organisations to see more clearly how they can make a difference. This report demonstrates where Serco UK is already having a particularly strong impact, in ensuring fair career progression, maintaining good health and wellbeing, building sustainable communities, creating a diverse and inclusive workforce and working in partnership with others to tackle current economic and social challenges.
Critically, Serco UK also recognises the importance of measuring this work and assessing where it can go further and make an even greater difference. Challenging as that may be, continued evaluation is key to identifying where gaps in opportunity still remain. It is also the approach that will deliver the sort of sustainable impact which changes lives for the better and leads to a fairer and more prosperous future.
1.2. Shaun Stacey, Chief People and Culture Officer, Serco UK
Public services play a crucial role in delivering the government’s five missions. Without, high quality, efficient services that support citizens, we will not be able to deliver sustainable economic growth, raise living standards nor break down the barriers to opportunity.
The demands of modern government mean that Whitehall cannot deliver good public services alone – it needs the support and expertise of the private and voluntary sectors. And beyond their core deliverables, those services delivered in partnership with the private and voluntary sector generate greater social good.
Serco’s commitment to making a meaningful difference extends across every contract, community, and colleague in the UK. At its core, our work is about delivering complex essential services in a way that supports the needs of citizens, while maximising positive social and economic outcomes.
Whether it’s improving rehabilitation outcomes in our justice services, supporting underrepresented
groups into meaningful employment or embedding sustainability into our operations, Serco’s impact is real, measurable, and growing.
We place our people at the heart of our mission to partner with government, striving to make Serco a place of safety and support, where everyone matters and everyone belongs – a place worthy of our colleague’s dedication and commitment.
This report is not just a reflection of what we have achieved but a statement of intent about where we are heading. Across our business, we have strengthened our approach to breaking down the barriers to opportunity by integrating it into our core strategy, ensuring that every decision we make contributes to a fairer, equal, and sustainable future. Our commitment to people means investing in the careers, wellbeing, and development of our workforce. Our work in place sees us partnering with local communities to deliver life-changing services. Our approach to the planet ensures we are reducing our environmental footprint and supporting the transition to a low-carbon economy.
Serco’s role as a government partner places it at the centre of some of society’s most pressing challenges, from improving social mobility to enabling economic growth and community resilience. We are proud of the strides we have made, but we know that there is more to do. Through deepening our partnerships, improving our data and transparency, and leveraging our scale, we can go even further in breaking down barriers and driving systemic change.
As we look ahead, we remain focused on embedding sustainability and social impact into every aspect of our business, ensuring that we continue to deliver impact in ways that are meaningful, measurable, and lasting. This report is a step forward in that journey, providing a roadmap for how we will continue to strengthen our commitment to creating opportunity and delivering social value across our contracts, our workforce, and the communities we serve.
1.3.
Nick Forbes CBE, Chair of the Breaking Down Barriers Commission and Former Member of Keir Starmer’s Shadow Cabinet
Poor social mobility is still the problem that needs fixing. Alongside poor economic growth, this country still has significant disparities across a whole range of indicators from education to health, from digital connectivity to reliable infrastructure. Some of these inequalities are continuing to widen, especially in our most deprived communities. And without a careful and consistent focus on ensuring that growth creates opportunity, these inequalities could get worse even as the economy grows.
We are, however, beginning to see a new way of doing things, where the private sector works more closely with government to understand the structural divides that contribute to inequality and finds common ground to tackle them. The Breaking Down Barriers Commission, which I chair, is a network of socially responsible and progressive businesses and organisational leaders. Collectively, our commitment is to
change society for the better by redefining the role of business in society and seeking new ways of constructive engagement with government. It is a collaborative, action-based approach to shaping a future where business actively contributes to improving the lives of its customers, colleagues, and communities as well as the overall economy.
As a people-centric organisation whose business is focused on public and private partnerships, Serco UK is well-placed to make a meaningful contribution to the debate. This report showcases how it is creating opportunities, including positive career pathways, for its colleagues across the country as part of a diverse and inclusive workforce which reflects the communities it serves. It also demonstrates how it is helping to make those communities safer and more resilient. Through its focus on people, it ensures that its initiatives are aligned with their communities’ real-world needs.
Crucially, its work is underpinned by the success of its partnerships which sets the standard for public-private collaboration. The best practice detailed in the report demonstrates the power of effective partnerships. It plays a wide-ranging role in protecting the UK’s defence capabilities and ensuring the effectiveness of our armed forces, from providing operational support to maintaining military housing. It supports vulnerable groups like asylum seekers and works closely with the Government and its international parties to strengthen their emergency and crisis management capabilities.
Serco UK’s resources, knowledge, expertise, together with its commitment to deliver opportunity across sectors and geographic areas, will see it being part of a new practical, evidence-based approach that will drive change in a world where business is a force for good, encouraging more positive and measurable outcomes far beyond its core function.
2. An Introduction to Serco UK and its role in Breaking Down the Barriers to Opportunity
2.1. Breaking Down Britain’s Barriers with the Purpose Coalition
The Purpose Coalition measures organisations against a set of sector-relevant social impact criteria. The Purpose Goals outline 15 interconnected impact barriers to opportunity. By drawing on expertise provided by academia and business, the Goals are designed to specifically address some of the unique challenges facing the UK.
The Coalition’s cross-party work brings together the UK’s most innovative leaders, parliamentarians and businesses to improve, share best practice, and develop solutions for improving the role that organisations can play for their customers, colleagues and communities by breaking down barriers to opportunity.
The Purpose Coalition is chaired by Rt Hon Justine Greening, the UK’s former Secretary of State for Education, Transport and International Development; and led by Nick Forbes CBE, who recently served in Sir Keir Starmer’s Shadow Cabinet, who leads the Purpose Coalition’s work with the Labour Party; Rt Hon Anne Milton, former Minister for Apprenticeships and a Minister in the Department for Health and Social Care; and Lord Walney, former No 10 Advisor to Gordon Brown and Labour Member of Parliament for Barrow and Furness.
The Goals were designed following Justine Greening’s experience - as Secretary of State for International Development - leading the UK’s delegation to the convention of the United Nations (UN) that established the 2015 UN Sustainable Development Goals (SDGs). The Purpose Goals apply the SDGs in a UK context.
The SDGs as interlinked goals emphasised the interdependent environmental, social, and economic aspects of development and centralised the role of sustainability. At the time, Justine recognised how transformative a common set of accessible but ambitious goals could be in galvanising action to effect change. After leaving Government in 2019, Justine established the Purpose Coalition and Social Mobility Pledge with the intention of galvanising UK economic and social actors to improve social mobility in the UK.
The Purpose Goals focus on key life stages and highlight the main issues that need to be resolved to break down barriers to opportunity in the UK. The Goals are intended to guide ambition, provoke action, and measure progresss.
2.2. Background to Serco UK
Serco UK is a leading provider of essential services across a wide range of critical sectors, supporting day-to-day life for people and communities right across Britain. With over 31,000 employees across the country, Serco UK’s impact is felt across a broad range of sectors, and its ongoing dedication to delivering high-quality services ensures that it remains at the forefront of the public – private sector partnership.
Through the expertise of its people, approach to innovation and focus on breaking down barriers for people and communities, Serco UK plays a vital role in driving economic growth by bolstering national security, improving public services, and contributing to the wellbeing of British citizens right across the country.
Serco UK’s diverse portfolio spans Defence, Justice & Immigration, Transport & Community Services, Health, and Citizen Services - playing a central role in supporting national infrastructure and public wellbeing in some of the most challenging and complex sectors.
Serco UK’s role in defence is fundamental to the UK’s security and operational preparedness. For over 60 years, Serco UK has been a trusted partner in the UK Defence Enterprise, providing a wide range of services that support our armed forces to protect the nation.
In the justice sector, Serco UK is safeguarding society and supporting the critical challenge of the rehabilitation of offenders through the management of five adult male prisons across the UK, housing over 4,500 prisoners and the management of electronic monitoring services across England and Wales.
Serco UK’s unique approach to rehabilitation includes running the only private prison in the UK with a Therapeutic Community, which has been
instrumental in reducing reoffending rates by 50%. Working across immigration, Serco UK provides essential services at border controls, removal centres, and for the housing and welfare of asylum applicants. Serco UK’s expertise in this area is demonstrated by its management of over 40,000 asylum seekers and its commitment to ensuring a sensitive and humane approach to accommodating people, working collaboratively with local authority partners.
Serco UK’s transport and community services are integral to people across the UK. It partners with national and local government partners to provide leisure, transport and waste management services to meet the economic, social and wellbeing needs of its communities.
In healthcare, Serco UK contributes significantly to the improvement of key infrastructure and patient care. For over 25 years, Serco UK has worked closely with the NHS, providing facilities management services to hospitals across the country - including cleaning, maintenance, patient transport, and catering services, and supporting the NHS’s journey towards net zero.
Serco UK’s citizen services are designed to prioritise a positive community impact. The business is involved in the administration of important community services, including welfare and employment programmes. Serco UK handles over 2 million customer interactions each month, helping citizens navigate vital services at critical moments in their lives.
Underpinning Serco UK’s operations is a set of core values that guide the company’s behaviour and interactions. These values - Trust, Care, Innovation, and Pride - are central to its approach to service delivery and define its relationship with colleagues, customers and service users, and the communities it serves every day.
2.3. Serco UK’s Breaking Down Barriers Strategy
Serco UK’s approach to breaking down the barriers to opportunity is guided at all levels by a deep commitment to delivering meaningful change for the people it serves - whether they are employees, local communities, or service users. The complex nature of the services it provides means it has faced challenges. The business is honest about the issues it faced in the 2010s and has used these learnings to improve its operations. Serco UK acknowledges that it will face hurdles in the future, however, it is now underpinned by a culture and strategy that is sector-leading and informed by critical insights from people on-the-ground.
At the heart of Serco UK’s social impact strategy is the recognition that the company’s success is ultimately tied to the wellbeing and success of its people - its colleagues, the communities it serves, and the service users it supports.
Beyond those services it provides, the business knows that social value is not just about fulfilling business needs, but about aligning with national challenges. This principle drives Serco UK’s efforts to break down barriers to opportunity, promote inclusion, and create pathways for those who may face societal or economic challenges.
This is reflected in its wide-ranging focus on career pathways, community cohesion, and upward mobility for under-represented groups.
Through its early talent pipeline initiatives, Serco UK offers opportunities for skills development and employment to individuals who might otherwise struggle to enter the workforce. These initiatives not only help to increase employability but also support the local economy by providing access to qualified workers from diverse backgrounds.
Serco UK’s approach to social impact is aligned with its Environmental, Social, and Governance (ESG) priorities, ensuring that its business operations contribute to a positive, sustainable future. Its net zero targets were validated by the Science-Based Targets initiative (SBTi) in 2024, establishing robust milestones to work towards. With 57% of Serco UK’s global carbon footprint within its supply partners, Serco UK also works closely with its supply chain to support decarbonisation, supported by EcoVadis, a globally-recognised sustainability assessment platform.
On top of a commitment to environmental sustainability, Serco UK is focused on improving social value metrics across its operations, particularly through its comprehensive supply
chain. The business supports small and medium-sized enterprises (SMEs), particularly those from underrepresented sectors, by providing the resources, education, and support needed to help these businesses grow and thrive. In driving a more inclusive and diverse supply chain, Serco contributes to creating broader economic opportunities in the communities where it operates, ensuring that its business practices align with its social impact goals.
Serco UK is creating meaningful, positive change, breaking down the barriers to opportunity for underrepresented groups, and delivering essential services that support public safety, health, and community wellbeing and create lasting benefits for society at large.
Serco UK is expanding apprenticeship opportunities in areas like health and facilities management. For example, Serco UK is offering career pathways for cleaners to advance into roles as plumbers or electricians, helping employees to gain the skills needed to progress into different sectors within the business. This focus on creating clear, accessible pathways for career progression ensures that Serco UK’s workforce remains engaged and committed to the company long-term.
Serco UK has also gifted over £3 million in apprenticeship levies to suppliers and local businesses, particularly those in sectors like social care and engineering, boosting wider community development through skills training.
3.1.2. Development Programmes and Frameworks
Once within the organisation, Serco UK is committed to an extensive and mutually beneficial learning and development agenda.
Its core programmes are designed to develop leadership capabilities across the business. These programmes are aligned with recognised standards like the Institute of Leadership and Management (ILM), offering employees the chance to gain formal qualifications while improving their leadership skills.
The Future Leader Programme, which is currently focused on the leisure sector, includes seminars, workshops, and assignments aimed at developing team leaders. As the programme expands across other sectors, it will provide more employees with
the opportunity to achieve ILM or CMI accreditation, setting them on a path towards leadership roles within Serco UK.
Serco UK also offers a Women in Leadership Programme - known as Empower - which was launched in September 2023. This programme, developed in collaboration with the women-focused employee resource group, Inspire, addresses the unique challenges women face in leadership roles. The programme is structured around an apprenticeship curriculum, providing the tools and resources needed to thrive in senior positions.
The Senior Leader Programme, a new initiative, will support the development of high-potential leaders within the organisation, with a Level 7 qualification.
Serco UK’s investment in its employees extends to higher-level development programmes, where colleagues can pursue certificates, diplomas, or degrees, often fully funded by the business. These opportunities not only provide valuable qualifications but also equip employees with the skills necessary to take on more complex and higher-level roles.
Through continuously adapting its offerings based on employee feedback, Serco UK ensures that its learning and development programmes remain relevant and impactful. The company’s commitment to continuous improvement means that employees can rely on Serco UK to provide the training, support, and opportunities they need to succeed in their careers.
Serco UK ensures that its learning and development programmes remain relevant and impactful.
3.1.5. Training for the Armed Forces
Serco UK plays a critical role in supporting the training and development of the Armed Forces, ensuring that military personnel are equipped with the skills and knowledge required to meet the challenges of modern warfare. Through its longstanding partnership with the Ministry of Defence (MOD), Serco UK helps to create environments that are vital for keeping the UK’s military mission ready.
The business manages the UK Defence Academy, a key institution for the training of future military leaders from both the UK and our global allies. Serco UK’s contribution includes delivering high-quality services and processes that enable world-class training, supporting over 100,000 people each year. From running advanced simulators to providing tailored IT solutions, Serco UK ensures that the Defence Academy remains at the forefront of military education.
Serco UK’s expertise extends to managing the Defence Cyber Academy, where it creates a comfortable, accessible learning environment for neurodiverse students in particular. On top of maintaining and managing the facilities, Serco UK also plays a key role in the design and construction of new specialist buildings that improve the learning experience for military personnel. This commitment to creating supportive, inclusive training environments helps the Armed Forces tackle evolving threats with the best possible preparation.
Serco UK and its partners have also been selected to deliver the MODs next-generation Armed Forces Recruitment Service (AFRS), bringing together recruitment for the Royal Navy, British Army, Royal Air Force, and Strategic Command for the first time from early 2027. As the prime contractor, Serco UK will oversee the entire recruitment process, from candidate attraction to enlistment and onboarding. The service will integrate military personnel within a blended workforce and utilise advanced technology to streamline recruitment and enhance the candidate experience.
Serco UK will work alongside key partners, including Pegasystems (recruitment IT systems), Adecco (workforce solutions), Akkodis (digital talent management), TMP (recruitment marketing), Optima Health (medical assessments), PA Consulting (defence innovation), and MPCT (vocational training). This partnership builds on Serco UK’s 60-year collaboration with the MOD, reinforcing its commitment to modernising recruitment and ensuring the Armed Forces attract and retain the best talent.
Through these initiatives, Serco UK ensures that military personnel have access to the training resources and support they need to progress in their careers, improving their ability to contribute to national and international security.
3.2.2. Utilising Feedback and Data
Serco UK collects and applies feedback as a crucial tool for improving employee relations and wellbeing. Regular feedback from employees and managers helps to shape new initiatives, refine existing programmes, and identify trends in employee health and wellbeing. Through using data from case studies, surveys, and direct feedback, Serco UK continuously improves its policies and support mechanisms, ensuring that they are relevant, effective, and tailored to the needs of the workforce. Serco UK also amplifies employees’ voice and strengthens dialogue between the Board and employees.
The integration of technology is a vital part of this process. While challenges exist in fully integrating data and technology platforms, Serco UK continues to work on improving the collection and analysis of data to identify areas for improvement. This includes obtaining more detailed information from EAP suppliers to better understand mental health trends across the company, allowing Serco UK to take a more proactive approach in addressing issues before they escalate.
3.2.3. An Innovative Approach to Health and Safety
Health and safety is a core business priority for Serco UK. Its strategy focuses on creating a culture of safety, empowering employees to make safe choices, and ensuring that safety is embedded into the core values of the organisation. Its efforts focus on a vision of ‘Zero Harm’, a core part of which is helping colleagues to better recognise and remain alert to everyday risks through ongoing campaigns, training and engagement efforts
At the heart of Serco UK’s health and safety approach is the ABC Strategy, which aims to activate the management team, set the right behaviours, and develop the right culture. The ABC strategy is designed to ensure that
safety is not just a compliance requirement but a core value that influences every aspect of the business’ operations.
The strategy’s focus on top-down ownership encourages leaders at all levels to take responsibility for creating and maintaining a safe workplace.
One of the key features of the strategy is its emphasis on visible leadership, where senior leaders actively demonstrate their commitment to safety by taking personal safety pledges. This approach ensures that safety is seen as a lived value rather than a set of rules to follow. Leaders are encouraged to focus on actions, not just numbers, and to model the desired behaviours to their teams. This leadership involvement helps make safety an integral part of the daily routine and reinforces its importance in every decision the company makes.
Serco UK’s approach to health and safety goes beyond traditional compliance metrics. The company employs both lagging indicators – including lost time injury frequency ratesand leading indicators - including near misses and safety observations - to measure safety performance. This ensures that Serco UK can respond proactively to potential hazards while learning from past incidents to prevent future accidents.
As a result of recent activity, the organisation has seen significant improvements in its safety culture, including a 22% reduction in the number of Lost Time Incidents, a 31% reduction in associated lost days, an 8% increase in recorded Zero Harm engagement activities, and a 62% increase in reported safety observations.
Safety is no longer just about responding to accidents, it is recognised as a key factor in operational efficiency and maintaining a competitive edge.
3.2.4. Wider Wellbeing Support through Safety
Serco UK’s commitment to employee safety extends beyond physical health to include mental health and broader wellbeing support. Its wellbeing strategy aligns with the ABC approach, aiming to create a supportive environment where employees feel cared for and valued. This is evident in the integration of wellbeing with the company’s overall health and safety efforts, including environmental safety, food safety, and mental health initiatives.
One of Serco UK’s key wellbeing strategies is its focus on root cause analysis. This involves looking beyond surface-level symptoms and addressing the underlying causes of safety issues, which can often be related to broader wellbeing factors. For example, Serco UK recognises the rising challenges across Britain, including increased violence against authority figures, which directly affects the safety of employees in certain roles, like prisoner or immigration detention services for example. Through acknowledging these challenges, Serco UK is able to implement targeted interventions that better support its employees in managing both physical and mental health risks associated with their work.
Serco UK’s focus on empowering employees to make safe choices is also a central part of its health and safety approach. It believes that safety is everyone’s responsibility, and by encouraging all employees to take ownership of their own safety, Serco UK promotes a more engaged and proactive workforce. This is supported by regular training, clear safety protocols, and the development of personal safety pledges that encourage individual commitment to safe practices.
Serco UK is actively working to remove ambiguity in safety procedures and involve teams on-theground in safety decision-making. This helps to build trust and ensures that employees feel confident in their ability to act in accordance with safety guidelines.
Despite the successes Serco UK has seen in improving its safety culture, it acknowledges the challenges of implementing a comprehensive safety strategy across a diverse range of business units. A central hurdle is ensuring consistency in safety standards across different regions and adapting to the evolving social factors that impact workplace safety.
Serco UK continues to focus on continuous improvement, regularly reviewing its safety metrics, processes, and outcomes to identify areas for improvement. This includes the use of a balanced scorecard to better measure engagement and safety culture. It is also committed to evolving its safety strategy in response to emerging social risks and is adapting its training and interventions to better support employees in these changing environments.
Serco UK continues to focus on continuous improvement, regularly reviewing its safety metrics, processes, and outcomes to identify areas for improvement.
3.2.5. Absence Management and Occupational Health
Serco UK’s employee relations strategy includes a comprehensive framework for managing absence, particularly unplanned absence, which can significantly impact both employee wellbeing and delivery of services to citizens. It has implemented a range of initiatives to reduce absenteeism, including regular health and safety integration with absence management - with a focus on preventing issues before they escalate.
To further support this, Serco UK offers comprehensive occupational health services, including access to virtual GP services, Employee Assistance Programs (EAP), and wellbeing apps. These services provide employees with the support they need to manage their health proactively, from mental health resources to practical health advice. The integration of these services has been instrumental in reducing absence rates, with significant interventions and leadership buy-in helping to bring absenteeism down across the organisation.
The company collaborates closely with leadership teams to implement changes in workplace health and safety, ensuring that employees are not only supported during periods of absence but also equipped to avoid injury and illness in the first place.
3.2.6. Serco People Fund
Launched in December 2021, the Serco People Fund - an independent charity, with donations from Serco and its colleaguesprovides financial assistance to current and retired Serco colleagues, as well as their close family members, who face extraordinary financial challenges. The fund offers grants to help individuals cope with difficult situations, particularly those caused by circumstances beyond their control.
The People Fund supports a wide range of needs, including emergency relief following natural disasters, extraordinary education or training costs, and assistance with health, wellbeing, or recovery. It also offers help in times of personal crises, aiming to ease hardship for those in the Serco community.
Close family members eligible for support include children, spouses, partners, and their children. Since its inception, the People Fund has donated over £200,000, helping individuals across the UK, Australia, the UAE, and North America. The fund continues to expand, providing essential support to colleagues and their families during times of crisis.
3.2.7. Supporting citizens to live active lives
Serco UK has a long history of delivering high-quality healthcare services, focusing on creating environments that support better patient outcomes and improve overall wellbeing. Serco UK works closely with the NHS to ensure that both patients and healthcare staff have the optimal environment in which to thrive.
Serco UK’s services play a vital role in maintaining the day-to-day functionality of healthcare environments. These services are designed to support the NHS in ensuring that hospitals and healthcare facilities are safe, clean, and efficient. Serco UK’s team delivers a wide range of services, helping create spaces that promote healing, reduce stress, and improve patient experience.
On top of cleaning and housekeeping, Serco UK manages patient dining, retail catering, portering, logistics, and pest control. Car parking, linen and laundry services, and helpdesk support also ensure that both patients and staff have a convenient, stress-free environment. These services, though often unseen, are crucial in contributing to a positive and healthy healthcare system.
Serco UK also provides essential services that focus on maintaining the infrastructure of healthcare buildings, ensuring safety, energy efficiency, and cost-effectiveness. From preventive maintenance and energy management to clinical engineering, Serco UK supports the NHS.
Serco UK is also easing the burden on the healthcare system through a focus on prevantative health and wellbeing activities. Its leisure business supports local authorities in maximising the social value of leisure services, making health and wellbeing activities more accessible to communities, particularly for under-represented groups. Through place-based service delivery, activities like movement sessions are taken directly into local venues and green spaces, reducing barriers to participation while also cutting travel-related emissions.
Leisure centres are evolving into community hubs, offering more than traditional fitness services. Working with Integrated Care Systems and Social Prescribing networks, Serco UK helps bridge the gap between clinical care and long-term wellbeing. Some centres now host outpatient services, like post-natal checks, easing pressure on hospitals, while others provide early years sessions to introduce families to wider support services.
Serco UK helps bridge the gap between clinical care and long-term wellbeing. Some centres now host outpatient services, like post-natal checks, easing pressure on hospitals, while others provide early years sessions to introduce families to wider support services.
3.3.1.
Community Building through Justice
Serco UK ‘s commitment to sustainable communities is particularly evident in its work with the criminal justice system, where it operates five male adult prisons across the UK. These prisons are not just facilities for detention - they are spaces where rehabilitation, education, and reintegration into society are prioritised.
This approach is rooted in the belief that reducing reoffending and supporting the rehabilitation of offenders is vital to building safer, more cohesive communities.
At HMP Dovegate, Serco UK runs the UK’s only privately-operated Therapeutic Community, which has proven to be a highly effective intervention in reducing reoffending rates. Inmates who complete the therapeutic programme at Dovegate experience a 50% reduction in reoffending, demonstrating the effectiveness of this rehabilitative approach.
This success is not only beneficial for the offenders themselves but for society, as it reduces the long-term costs of crime and the burden on the justice system.
Serco UK’s focus on rehabilitation extends to a wide range of support services, from education and vocational training to mental health and addiction support.
Through its work at prisons like HMP Ashfield, HMP Doncaster, and HMP Thameside, Serco UK helps offenders address the underlying causes of their criminal behaviour, preparing them for successful reintegration into society. This helps reduce the demand on the criminal justice system and builds stronger communities by giving offenders the tools to live law-abiding, productive lives after release.
3.3.2. Leading Transport Solutions
Serco UK’s role in improving local communities is not limited to justice services, another critical arm is its contribution to Britain’s transport system.
Reliable, efficient, and environmentally responsible transport services are vital to the functioning of any community and modern economy, and Serco UK operates several key transport services that serve this purpose.
In the Northern Isles, Serco UK manages ferry services that connect the Scottish mainland with the Orkney and Shetland islands. The Northern Isles ferry service is a lifeline for local communities, facilitating the movement of people, goods, and services between the islands and the rest of the UK. Since taking over the contract in 2012, Serco UK has transformed the service, improving customer satisfaction and fostering economic growth in the region. Through sourcing food and drink from local suppliers, Serco UK supports the local economy and ensures that the islands’ businesses thrive.
Serco UK’s work in urban transport solutions, including the London Cycle Hire scheme, also provides sustainable alternatives to car use, helping reduce congestion, pollution, and carbon emissions in the city. With over 14,000 pedal and e-bikes in operation and more than 120 million journeys taken, this service plays an important role in improving air quality, reducing traffic, and making cities more liveable. Serco UK ‘s focus on expanding access to eco-friendly transport solutions supports not just the environment but also the overall health and wellbeing of urban communities.
3.3.3. Environmental Sustainability and Waste Management
Environmental sustainability is at the core of many of Serco UK’s services, particularly in waste management, street cleaning, and recycling.
Serco UK partners with local authorities to manage waste and recycling services, ensuring that communities can contribute to a circular economy and reduce their environmental impact. It processes over 336,000 tonnes of recyclable material annually, helping communities minimise waste and increase recycling rates.
Supporting local authorities in their environmental goals, Serco UK is supporting cleaner, more sustainable communities. It works closely with its clients to design waste collection and street cleaning solutions that meet the specific needs of each area, whether that involves working in densely populated urban environments or more rural, suburban settings. This flexibility and attention to local needs ensure that Serco UK’s services are effective and tailored to the unique challenges of each community.
More widely, Serco UK has earned an A-rating from the Carbon Disclosure Project, which recognises the company’s efforts to manage environmental impacts and reduce its carbon footprint.
3.3.4. Delivering Critical Leisure Services
Serco UK’s contribution to sustainable communities extends beyond essential services to leisure and recreation, areas that play a key role in improving the quality of life for residents.
It operates over 47 leisure centres across the UK, providing access to sports, fitness, and social activities for over 140,000 members - boosting physical activity and social engagement.
Serco UK’s leisure services go beyond everyday fitness, they provide opportunities for people of all ages and abilities to participate in competitive and recreational sports. Its involvement with the More Leisure Community Trust and WheelPower to manage the Stoke Mandeville Stadium, the birthplace of the Paralympic movement, is a leading example of how Serco UK is working to ensure that sport is inclusive and accessible for everyone, including people with disabilities.
Through its work at national sports centres such as Lilleshall and Bisham Abbey, Serco UK also contributes to the development of elite athletes and the promotion of national sporting excellence.
This focus on both community recreation and elite sports development helps Serco UK ensure that its leisure services deliver value and break down barriers at every level of society, from grassroots participation to professional sports.
Serco
UK’s contribution to sustainable communities extends
beyond essential services to leisure and recreation, areas that play a key role in improving the quality of life for residents.
3.4. Goal 14 – Opportunity for All: Everyone Everywhere
Everyone deserves the chance to succeed, regardless of their background. Research shows that companies make better decisions by bringing a wider range of perspectives, avoiding groupthink, and fostering innovation. However, leadership roles across many sectors still tend to be dominated by individuals from more privileged backgrounds, leaving much untapped potential within society.
Serco UK is committed to changing this by prioritising breaking down the barriers to opportunity for all the individuals it interacts with in its operations through a range of strategic initiatives. These include mandatory training, employee support, and a focus on data-driven decisions to ensure equal opportunities for all. Serco UK’s efforts to support social mobility, help ex-offenders reintegrate, and collaborate with trade unions strengthen its commitment to creating a workplace where everyone, regardless of background, has the chance to succeed.
3.4.1.
Equal Opportunity Strategy
Serco UK recognises the critical importance of representing the communities it serves. Its strategy to break down the barriers to opportunity is built around the belief that social mobility is a core part of the business’ success. It conducts an annual review of its efforts, reflecting on progress and identifying areas for improvement. This review helps Serco UK remain accountable to its goals and ensures that its strategies align with the needs of its diverse workforce.
A key part of Serco UK’s strategy is mandatory diversity training for all managers. This training ensures that managers have the skills and understanding needed to create inclusive teams, address challenges effectively, and support employees from diverse backgrounds.
It has also established six colleague support groups, including Serco Unlimited, Parents and Carers, in@Serco (LGBTQ+), Serco Vets, Serco Inspire, and Serco Embrace. These networks not only offer support to individuals but also play a vital role in promoting inclusion and raising awareness across the organisation.
The company’s inclusion philosophy is encapsulated in the idea that “inclusion never excludes”. This ensures that opportunities are available to everyone, regardless of their identity or background. Serco UK’s support groups work together as part of an Inclusion Collective, which coordinates campaigns and initiatives across the business to avoid overlap and ensure resources are used effectively.
Its commitment to representation is clear with a specific focus on tackling underrepresentation of women and colleagues from other underrepresented groups in senior leadership positions. This goal is supported by ongoing data collection and disclosure efforts, with a particular focus on ethnicity, disability, and gender.
Serco UK is expanding its data collection efforts to include additional factors, aiming to gather more comprehensive insights that inform its strategy and actions.
3.4.2.
Ensuring Progress at all Levels
Serco UK acknowledges that, to achieve its overriding strategy, it must review and make adjustments to its approaches at every stage in the talent pipeline.
At the recruitment stage, it ensures that interview panels and shortlisted candidates reflect a diverse range of backgrounds. This helps Serco UK identify areas for improvement and ensures that the company is making meaningful strides towards its goals.
Despite the challenges of low disclosure rates at this stage, Serco UK is committed to addressing these gaps through local campaigns aimed at increasing engagement and encouraging employees to share their demographic information. It recognises that building trust and transparency around these efforts is key to improving participation in disclosure efforts and creating an inclusive environment where all employees feel comfortable sharing their experiences and identities.
Once within the organisation, Serco UK offers tailored development programmes in its wider effort to ensure all colleagues, regardless of background, have the opportunity to progress. As part of this commitment, Serco UK is in the process of launching a Black Talent Programme to ensure that employees from underrepresented groups receive the support and development they need to excel in leadership roles.
It is also actively working to incorporate diversity and inclusion into its wider leadership frameworks, with a focus on creating a more inclusive environment that supports the development of talent from all backgrounds.
Serco UK’s approach to leadership development is evolving to reflect these changes, with new Serco UK behaviours and a focus on offering managers personalised coaching and development plans. This tailored approach moves away from a one-size-fits-all model, ensuring that the diverse needs of employees are met.
Serco is also leading in its work to break the cycle of re-offending and provide ex-offenders with opportunities to build better futures through meaningful employment.
3.4.3.
Breaking Down Barriers Externally
Externally, to support the future of defense, Serco UK is deeply involved in promoting Science, Technology, Engineering, and Mathematics (STEM) education, particularly for groups traditionally underrepresented in the field, like women and ethnic minorities.
Through outreach programmes, Serco UK aims to inspire the next generation of engineers and defence professionals, increasing the diversity of the talent pool in the defence sector. Not only is this critical for industry, but also for wider STEM-related fields that are critical to the future development of Britain, with an expected 19.56% of the engineering workforce expected to retire by 2026.
In its Justice division, Serco UK is also leading in its work to break the cycle of re-offending and provide ex-offenders with opportunities to build better futures through meaningful employment. This is a critical challenge for communities right across the country, and a major barrier to opportunity for these groups.
This effort is part of a broader strategy to engage with underrepresented groups and provide them with the tools, resources, and support needed to thrive. Serco UK’s work in supporting ex-offenders highlights the company’s commitment to providing second chances and giving people the opportunity to contribute positively to society, both through employment and the broader community.
3.5. Goal 15 – Working in Partnership to Tackle Social Challenges
In order to tackle the wide range of socioeconomic challenges, and barriers to opportunity across Britain, organisations of all shapes and sizes need to work in partnership with each other, Government departments, and public sector bodies.
Serco UK plays a key role as a leading trusted sector partner, working alongside both public and private organisations to address some of society’s most pressing issues. Through its focus on people, it ensures that its initiatives are aligned with the needs of real-world communities. Its approach combines resources, knowledge, and innovation to support vulnerable populations, maintain national security, and improve community resilience. Whether through defence, housing, or emergency management, Serco UK sets the standard for public-private collaboration, demonstrating how effective partnerships can create a positive impact on both the communities and organisations it serves.
3.5.1.
A Trusted Partner
Serco UK is committed to addressing social challenges through meaningful partnerships with both public and private sector organisations. It uniquely combines expertise, resources, and innovation to play an essential role in solving complex social issues, across defence, healthcare, asylum seeker support, or emergency preparedness.
Serco UK’s approach to collaboration not only benefits the organisations it partners with but also creates a positive impact on the communities and individuals who rely on these services.
Serco UK’s role in defence is built on strong partnerships with the Ministry of Defence (MOD) and other key industry players. It is a critical trusted partner in the Defence Enterprise, working closely with the MOD and military stakeholders to deliver essential services and maintain the operational readiness of military assets.
These partnerships are grounded in collaboration at the operational level, where Serco UK’s teams work hand-in-hand with the armed forces to address the day-to-day challenges of defense operations.
3.5.2. Serco UK’s Key Role in Protecting Britain Through Defence
Serco UK plays a vital and wide-ranging role in supporting the UK’s defence capabilities, providing critical infrastructure maintenance, operational support, and advanced technology to improve the effectiveness and readiness of the armed forces.
Its work spans across various sectors of defence, from maintaining military housing and vessels to operating air defense radars, all while prioritising sustainability and promoting the development of the next generation of defense engineers.
Since 2005, Serco UK has provided essential maintenance and operational support to the UK’s Air Defence radars, working in close partnership with the Ministry of Defence (MOD) and the Royal Air Force (RAF). Its engineers operate and maintain Remote Radar Heads across multiple sites, ensuring continuous radar coverage.
Serco UK’s partnership with the RAF has been marked by consistent high performance, with the organisation achieving over 99% operational availability of Air Defence radars. This support is vital in protecting Britain from potential threats. Serco UK has also delivered cutting-edge radar systems, including the TPS-77 Air Defence radar.
Serco UK’s expertise in maritime engineering supports the UK’s naval fleet, including the maintenance of nearly 100 vessels and providing critical services to the Queen Elizabeth Class Aircraft Carriers. Through close collaboration
with the Royal Navy, Serco UK ensures that its vessels remain mission-ready, able to operate in volatile global environments.
Serco UK’s work in this sector spans over 28 years, and its maritime engineering services have been delivered from key naval bases across the UK, including Portsmouth, Devonport, and Clyde. By integrating cutting-edge maritime technology with operational expertise, Serco UK helps the Royal Navy maintain its strategic capabilities and ensures the safety and security of British waters.
3.5.3.
Infrastructure Support and Housing for the Armed Forces
Serco UK’s partnership with the MOD extends to housing and infrastructure management through its joint venture, VIVO Defence Services.
In collaboration with EQUANS, Serco UK provides asset and facilities management services for the MOD’s built estate, maintaining over 20,000 military buildings and facilities that are vital to UK defence operations, through its joint venture, VIVO. This partnership focuses on improving the lived experience for armed forces personnel and their families, ensuring that military families have access to safe, warm, and comfortable homes.
In 2023-2024, VIVO delivered over £40 million worth of improvement works to service family accommodation, enhancing living standards for military families across the UK. In modernising energy management systems and investing in sustainable infrastructure, VIVO supports the MOD’s commitment to reducing its carbon footprint and improving operational efficiency.
Serco UK’s work with VIVO also includes supporting the US Air Force, where the business maintains 1,500 homes and operational buildings on six key airbases. This partnership ensures that US military personnel stationed in the UK have access to quality housing and facilities, contributing to the overall strength of NATO’s defence capabilities.
Serco UK also contributes significantly to the operational readiness of the UK’s defence forces by maintaining over 50% of the single-family accommodation across the military estate. This accommodation is essential in enabling service personnel to focus on their mission without the distractions and stresses that come from inadequate living conditions.
The organisation also operates and maintains a wide array of naval bases across the UK, supporting the safe operation of critical military assets, including nuclear deterrents and aircraft carriers. Serco UK’s expertise in managing these facilities ensures that the Royal Navy can carry out its operations safely and effectively, providing essential infrastructure to support the fleet.
3.5.4. Long Term Employment
As mentioned previously, Serco UK works in partnership with the Department for Work and Pensions to deliver the Restart Scheme.
The scheme provides tailored support through an evidence-based employability model, working with trusted partners to break down barriers to work. Through maintaining regular contact with participants, Serco UK’s job coaches develop personalised employability plans based on individuals’ skills, experience, and aspirations. By collaborating with partners, the scheme provides access to skills training, qualifications, health and wellbeing support, and exclusive job opportunities, ensuring each participant has the best chance of long-term success.
A key example of its impact is the partnership with West Midlands Cycle Hire (WMCH), operated by Serco UK. In 2023, the Restart Scheme’s Employer Engagement team connected pre-screened candidates with WMCH, resulting in the successful hiring of three participants.
The scheme also supports businesses by addressing recruitment challenges and providing job-ready candidates at no cost. Aligning with local priorities and services, Serco UK ensures an effective and sustainable approach to reducing unemployment, strengthening communities, and shaping future employment strategies.
3.5.5. Supporting Vulnerable Groups
Serco UK works in partnership with key Government agencies to support vulnerable groups, ensuring that individuals receive the care, safety, and support they need while navigating challenging circumstances.
Since 2012, Serco UK has been a trusted partner in providing housing and support for asylum seekers in the UK. In collaboration with government immigration departments, Serco UK manages a large portfolio of properties, ensuring that asylum seekers are housed in safe, comfortable environments while they await the outcome of their claims.
Serco’s approach involves working closely with local authorities and voluntary organisations to connect asylum seekers with essential services, including education, healthcare, and welfare support. It is investing in the improvement of housing standards and integrating hundreds of landlords into a single property portfolio, helping to reduce costs for the Government while improving the quality of life for individuals in need.
On top of housing support, Serco UK provides secure detention services at facilities like Yarl’s Wood IRC and Gatwick IRC, working with immigration enforcement partners to ensure that those detained are treated with dignity and respect during what is often a stressful period. Serco UK helps improve the detention experience, offering emotional and practical support tailored to the diverse backgrounds of detainees by focusing on the needs of the individual.
3.5.6. Improving Emergency Preparedness and Resilience
Serco UK also plays a crucial role in building resilience and preparedness in communities through partnerships with government agencies and organisations across the globe.
Through its management of the UK Resilience Academy (UK RA), formerly the Emergency Planning College, Serco UK supports the UK Government and international partners in strengthening their emergency and crisis management capabilities.
In partnership with the Cabinet Office, Serco UK has been the trusted provider of the UK RA since 2010, delivering training, exercises, and consultancy services to central and local governments, emergency services, businesses, and other resilience organisations. The UK RA, trains over 8,000 people each year, equipping them with the skills and knowledge needed to respond effectively to emergencies, from natural disasters to terrorism. The centre’s flagship Lessons Digest programme provides valuable insights to a global audience, reaching over 80,000 individuals and helping them learn from real-world crises to improve their own emergency response strategies.
Serco also plays a crucial role in building resilience and preparedness in communities
Serco UK’s work at the International Fire Training Centre (IFTC) also strengthens global resilience. Its bespoke aviation and industrial fire training services provide vital skills to responders from over 20 countries each year. IFTC’s training scenarios simulate real-life emergencies, ensuring that responders are well-prepared for high-pressure situations. This partnership with both public and private sector organisations help ensure that communities and industries worldwide are better equipped to manage fire-related incidents safely and effectively.
4. Analysis and Summary
4.1.
Integrated learning and career development
A consistent theme across Serco UK’s workforce strategy is its emphasis on structured learning and career development. The company integrates apprenticeships, leadership programmes, and structured feedback mechanisms to create clear career pathways for employees. Notably, its focus on internal mobility ensures that employees are not simply trained for static roles but are encouraged to progress within the organisation. This is supported by its investment in qualifications, mentorship, and leadership training, aligning with industry-recognised standards such as ILM and CMI. Serco UK’s approach to career development extends beyond its workforce, as evidenced by its external employability programmes that help under-resourced groups gain skills and secure sustainable employment.
4.2.
A data-driven and adaptive approach
Serco UK actively uses feedback loops and data analytics to refine its programmes, ensuring continuous improvement in career progression, health and safety, and inclusion. Whether through employee surveys, safety observations, or engagement metrics, the business demonstrates a commitment to evidence-based decision-making.
The iterative refinement of its health and safety culture, social mobility strategies, and learning initiatives reflects a willingness to evolve in response to employee and stakeholder needs. Its emphasis on utilising technology for recruitment and learning, particularly in bridging digital inclusion gaps, ensures its approach remains future-focused.
4.3. Embedding wellbeing and safety as a business driver
Wellbeing at Serco UK extends beyond compliance to become a core business principle. It integrates physical and mental health programmes across all operations, acknowledging that a healthy workforce leads to improved engagement and productivity. Serco UK’s mental health support structures, occupational health services, and its proactive approach to absence management highlight a culture that values employee welfare. Serco’s focus on safety culture transformation - from being seen as a reactive measure to a proactive business driver – also demonstrates a best-practice model that aligns wellbeing with operational excellence.
4.4. Collaboration and social impact beyond the workplace
Serco UK’s commitment to career progression and wellbeing does not exist in isolation but is interwoven with broader social impact goals. Its apprenticeship levy donations to SMEs and training investments in sectors like healthcare and
social care demonstrate a wider commitment to upskilling the national workforce. Similarly, its justice sector initiatives, which focus on rehabilitation and reducing reoffending rates, highlight the company’s ability to extend its expertise in career development into broader community support. Serco UK also integrates sustainability within its workforce and infrastructure strategies, ensuring its initiatives contribute to local economies, environmental responsibility, and social cohesion.
4.5. Opportunities for all Serco UK places significant emphasis on breaking down barriers to opportunity, particularly through structured programmes that support underresourced groups. Its Women in Leadership, Black Talent, and Veterans initiatives illustrate its commitment to targeted support mechanisms that foster equitable career progression. Serco UK’s employee support networks also create spaces for diverse groups to share experiences, ensuring that inclusion is an ongoing, collective effort rather than a top-down directive.
5.
Recommendations
1. Strengthening and scaling ex-offender and prisoner employment
Serco UK has already established a strong and effective approach to supporting ex-offenders into employment, both within its own prisons - HMP Dovegate, HMP Ashfield, HMP Doncaster, and HMP Thameside - and through external employability programmes. It provides structured rehabilitation, vocational training, and employment pathways, through which Serco UK is actively helping to reduce reoffending, promote safer communities, and create long-term workforce solutions.
Given the significant social and economic benefits of second-chance employment, Serco UK has an opportunity to go even further, maximising its positive impact on individuals, communities, and businesses.
One key area for expansion is scaling prisoner employment initiatives across more of Serco UK’s managed prisons. The success of the Therapeutic Community at HMP Dovegate, which has reduced reoffending rates by 50%, demonstrates the value of structured rehabilitation and employment support within the prison system. Extending work-based training, employer partnerships, and job placement schemes across all Serco UK-run prisons could significantly improve post-release employment outcomes. With only 17% of prison leavers currently securing PAYE employment within a year1, increasing access to job opportunities in prison would play a crucial role in closing this gap.
Serco UK can also look to build on its Restart Scheme and wider employability initiatives by expanding into new sectors, partnering with key Purpose Coalition organisations. The current Restart model effectively helps individuals, including those from under-resourced backgrounds, transition into employment. By tailoring this approach for ex-offenders, particularly in industries with skills shortages like construction, logistics, and hospitality,
Serco UK could support long-term employment outcomes and contribute to economic growth.
Beyond direct employment support, Serco UK could utilise its partnerships with businesses and government to advocate for greater policy change and employer engagement in ex-offender hiring. The success of businesses like Timpson, Halfords, and Marks & Spencer, where ex-offenders demonstrate higher retention rates than the general workforce, proves the value of such an approach, and Serco UK should position itself as a thought leader.
Serco UK is already a leader in this space, and its current work demonstrates the power of employment in transforming lives and strengthening communities. By expanding its reach, advocating for systemic change, and embedding employment pathways more widely across its operations, Serco UK has the potential to become the UK’s most impactful private sector leader in second-chance employment— delivering measurable social, economic, and business benefits.
2. Workforce data tracking, engagement, and transparency
Serco UK has already demonstrated a strong commitment to all of employees, regardless of their background, through its comprehensive work on social mobility, targeted leadership programmes, and demographic data collection efforts. Its goal of ensuring leadership roles are held by underrepresented groups reflects an ambition to create a truly reflective workforce. However, Serco UK has an opportunity to go even further by improving workforce tracking, particularly in relation to socioeconomic background.
A key step would be the implementation of socioeconomic background tracking, using the four simple questions developed by the Social Mobility Commission and the Purpose Coalition. Embedding these questions into existing HR data collection processes, Serco UK could gain a more complete
picture of its workforce, beyond traditional diversity categories such as gender and ethnicity. Tracking socioeconomic background alongside other demographic characteristics would enable Serco UK to better understand how intersectional factors impact career progression and workplace experiences.
Improving data transparency on workforce composition and progression would also allow Serco UK to measure progress more effectively and strengthen accountability. While it has already set ambitious workforce demographic targets, disclosure rates remain an opportunity for development across many organisations. Improving engagement with all employees –through clearer communication on why data collection matters, how it will be used, and the tangible benefits of participation - could increase disclosure rates and provide more meaningful insights. Promoting an environment where all employees feel represented and included, Serco UK could encourage higher participation in voluntary demographic reporting and gain more granular insights into workforce trends.
The ability to track intersectional workforce data, identify barriers to progression, and implement targeted interventions would not only benefit employees but also enhance business performance, ensuring Serco UK continues to attract and retain a diverse, skilled, and engaged workforce.
3. Embedding colleague influence in strategic decision-making
Serco UK has already demonstrated a strong commitment to employee engagement, using feedback to refine its career development programmes and improve workplace culture. Initiatives like its Women in Leadership, Black Talent, and Veterans programmes highlight its proactive approach to targeted workforce support. There is an opportunity for Serco UK to
go even further by strengthening employee voice mechanisms, ensuring that all workers - across roles, levels, and backgroundscan actively shape strategic decision-making and organisational priorities.
A key step would be broadening employee engagement beyond feedback collection, creating more direct pathways for influence. While Serco UK already incorporates workforce insights into programme development, embedding cross-cutting engagement structures - like diagonal slice employee panels - would encourage wider participation and representation. These panels, bringing together employees from different levels, business units, and demographics, could help surface hidden barriers to opportunity and ensure strategic decisions reflect the experiences of the entire workforce.
Serco UK can also integrate the Purpose Goals as a framework for employee engagement, using them not just to assess social impact, but to drive continuous workforce-led improvements. The 15 Purpose Goals represent the barriers to opportunity to individuals in the UK, using them Serco UK could structure employee discussions around career progression, opportunity, wellbeing, and workplace culture, ensuring that all perspectives are embedded in company strategy. This approach would improve participation while also ensuring that employees who do not currently engage in structured networks still have a voice.
Taking these steps, Serco UK can strengthen its culture of co-creation and shared responsibility, ensuring that employees do not just provide feedback but actively contribute to decisionmaking and innovation. This would boost engagement, strengthen workplace inclusion, and enhance business performance, reinforcing Serco UK’s position as a leader in workforce empowerment and employee-driven organisational change.
4. Digital inclusion and digital skills development for frontline workers
Serco has already made significant progress in supporting digital inclusion and workforce upskilling, particularly through its digital learning initiatives. Its commitment to bridging the digital divide is evident in its digital literacy training, employee apps, and government-funded programmes aimed at boosting data and technology skills across its workforce.
Given the increasing reliance on digital skills across all sectors, Serco has an opportunity to go even further in ensuring all employees, especially frontline workers, have the tools and confidence to thrive in a digital-first environment.
One key area for expansion is the greater integration of digital inclusion strategies across all frontline roles, ensuring that no employee is left behind in the digital transformation. Research shows that 59% of the UK workforce lacks basic digital skills essential for work2, while 52% of frontline employees say they would leave a job if they were not provided with adequate tech tools3 To mitigate these risks, Serco could embed digital skills training into existing workforce development programmes, making learning more accessible, flexible, and tailored to frontline workers’ schedules and environments.
Serco could also strengthen its approach by scaling peer-led learning models, creating digital champions, and utilising internal talent to upskill the wider workforce. Programmes like the fellow
Purpose Coalition member Barclays’ Digital Eagles - a training push launched in 214 that has trained more than 14,000 current and former Barclays colleagues to empower customers, employees, and communities to be more confident with technology - have demonstrated that training frontline employees as digital ambassadors leads to higher participation, better skills retention, and a more engaged workforce. Implementing a structured peerlearning framework across Serco’s business units - where trained employees help their colleagues develop digital skills - could create a scalable, cost-effective, and sustainable learning culture.
Investing in leadership-driven digital inclusion would reinforce the importance of continuous digital learning across the organisation. Senior leadership commitment is critical to driving engagement and cultural change in digital adoption.
The potential impact of expanding Serco’s digital inclusion and skills development strategy is significant, with studies showing that 74% of employees are more likely to stay with empowers that offer digital upskilling4.
Deepening its investment in digital skills, expanding peer-led learning, and ensuring leadership-driven adoption, Serco can future-proof its workforce, strengthen business performance, and continue to lead in workforce inclusion and empowerment.
Serco could embed digital skills training into existing workforce development programmes, making learning more accessible, flexible, and tailored to frontline workers’ schedules and environments.
5. Maximising community impact
Serco already plays a significant role in supporting local communities, particularly through its employment programmes, public services, and infrastructure management.
Across the West Midlands, Serco’s deep-rooted presence in justice, transport, employability, and housing means it has the potential to tackle some of the most pressing social and economic challenges in the region. However, by further refining its community strategy and targeting areas of greatest need, Serco could go even further in driving meaningful social impact.
A key opportunity lies in strategically aligning Serco’s community initiatives to pinpoint areas where its services can have the greatest impact. Cities such as Birmingham, Coventry, Dudley, Sandwell, Solihull, Walsall, and Wolverhampton face complex socioeconomic challenges, including higher unemployment rates, lower educational attainment, poor health outcomes, and limited access to essential services. By using
data, Serco can tailor its workforce programmes, apprenticeships, and community engagement efforts to address specific local needs more effectively.
Serco could also deepen collaboration with Local Authorities and community partners to integrate its existing operations into targeted social mobility strategies. Through partnerships with councils, charities, and business networks, Serco could expand its employment support initiatives, improve access to skills development, and create localised interventions that break down barriers to opportunity.
Harnessing data-driven decision-making and expanding community partnerships, Serco can scale its impact, break down systemic barriers, and ensure that its presence in the West Midlands - and beyond - creates lasting, transformational change.