Designer Sophie Dinsdale
Editor Kevin Wilson
Guest Editor Jean Renton, Chief Operating Officer of Sodexo UK & Ireland
Political Editor Jack Savage
Guest Editor
WHAT A DIFFERENCE A YEAR MAKES.
By Jean Renton, Chief Operating Officer, Sodexo UK & Ireland (Guest Editor)
This edition of Breaking Down Barriers comes out just in time for The Purpose Coalition’s summer reception –proudly sponsored by Sodexo UK & Ireland – during which we will be reflecting on what a difference a year makes.
In the space of 12 months we have witnessed numerous changes across the social, political and business spectrum. With change often comes opportunity, but the question is: are we seizing these opportunities to create real and lasting impact?
As an employer of more than 30,000 people across the UK and Ireland we know we have the power to be a force for good, driving social mobility that creates real change, and our heritage is steeped in this idea.
When Pierre Bellon founded the business 60 years ago, he did so with a profound understanding of the importance people place on their daily environment and the impact it has on their wellbeing and productivity. This inspired a mission to improve quality of life – serving nutritious meals; delivering welcoming spaces; and positively contributing to local communities.
This is how we do business, whether in the public or private sector. It’s deep-rooted in our culture.
There is, however, only so much we can do in isolation.
Collaboration – often radical collaboration – is essential if we are to truly make an impact and create opportunities for all and we’ve seen firsthand the progress that’s possible when organisations – including our clients and supply partners, Government, charities, social enterprises and communities all work together.
Last year, we shared an update on the work of our Starting Fresh programme, which provides practical solutions for employers to proactively recruit candidates close to release from local prisons.
This programme, which has contributed to hundreds of prison-leavers finding work on release, only succeeds because of the array of organisations that choose to partner with us on it. From our clients in the Ministry of Justice and the New Futures Network, to the Purpose Coalition and its members, to charities, social enterprises and numerous hiring managers at businesses from hotel chains to high street retailers.
The same applies to Sodexo’s Stop Hunger Foundation, now in its 20th year in the UK and Ireland. This charity is only able to achieve its goals of promoting social mobility through women’s empowerment and going beyond food aid by operating through a network of expert partners at both national and community level. It owes the significant funds it raises and the thousands of volunteering hours it inspires to our clients, supply partners and colleagues.
These, among other initiatives, could not be possible without the contribution each of these stakeholders make.
This is why the work of the Purpose Coalition is so important and why we are so proud of our longstanding partnership.
Taking stock at events such as the Purpose Coalition summer reception, which we are proud to sponsor, reminds us how far we’ve come and how much further we can go together.
So yes, what a difference a year has made and how much we have all achieved together but in many ways, we are just getting started.
I can only imagine where we will be this time next year.
UK Power Networks launch their Breaking Down Barriers Impact Report
The growing crisis of financial anxiety
Equiniti’s commitment to inclusive financial services
Empowering students through real-world engagement With TP
Investing in wi-fi to enhance residents’ lives With Anchor
NES – a ten year journey
My journey with a hidden disability
The system shifters With The Wise Group
Enterprise Mobility meets Purpose Lab students
Breaking down barriers in the local community With PGL Beyond
A trio of restaurants serving up star talent With Capital City College Group
The Essex approach to levelling up With Essex County Council
Investing in facilities to support vulnerable patients
Upskilling communities through higher education With GBS
Building bridges through purpose With the Purpose Lab and GEDU
From the university classroom to the House of Commons With the Purpose Lab and Liverpool Hope University
Bath Spa University launches their Breaking Down Barriers Impact Report
Promoting diverse pathways into the legal profession With FBC Manby Bowdler
Sustainable shipping starts at Solent With Southampton Solent University
Community Partnerships critical for widening participation With the University of Salford
Want to Win the War for Talent? Start Listening to Students
by the Rt Hon Justine Greening
Student perspectives can add real value to corporate innovation.
Transferable skills and passion matter more than a degree title.
Companies aren’t just recruiting, they are listening, learning and adapting. With the right mindset students can help shape solutions not just study them.
Lived experiences don’t hold us back, they move us forward.
These are some of the powerful assessments of Purpose Lab Student Ambassadors taking part in our pioneering Purpose Lab project. For those without the connections and networks of their more advantaged peers, getting access to up-to-date, relevant information about careers, let alone practical work experience or work placement opportunities can be an uphill struggle. I know that from personal experience too. The risk is that one barrier then creates another – graduates who’ve accessed less work experience then lose out in the jobs market search later.
Crucially, this ends up being bad for employers too, because not offering work experience means that many fail to take advantage of the talent pipeline that is often on their doorstep. They also miss out on the perspectives that these young people, informed by their diverse backgrounds, could bring to their businesses. In a competitive commercial world, that ‘access to talent’ gap will cost them. The more monoculture the employer, the smaller pool they’ll be fishing for talent in and so the harder they’ll find it to attract and retain the wider workforce they need to flourish. Plus, they risk remaining disconnected from their communities.
The Purpose Coalition’s trailblazing Purpose Lab project fixes this by bringing students from Purpose Coalition universities together with Purpose Coalition organisations, bridging the gap between education and work. It is getting them together with CEOs, Talent Acquisition Managers, Chief Strategy Officers and AI Governance Leads to hear firsthand about career opportunities and what their organisations are doing to address a changing labour market and forge a more inclusive workforce. It works for both sides.
For universities and colleges, the Purpose Lab enhances their student experience by giving them the chance to take part in addressing real-world business challenges in projects that range from inclusive growth to ethical AI to workforce wellbeing, building industryrelevant skills, meaningful portfolios and the confidence to thrive in competitive employment markets. As paid positions, they are accumulating experience and knowledge about the careers that might be available to them while also earning money.
For businesses, the Purpose Lab offers a unique way to align social responsibility with strategic goals. It provides strategic value because it gives them the chance to engage directly with diverse young voices, pilot new ideas and sharpen campaigns with insights from future consumers and employees. They are learning what is important to this next generation of talent and what their expectations are of the organisations they work for.
I’d have loved to have been able to be a Student Ambassador benefiting from Purpose Lab during my time in education
Success stories so far have included Purpose Lab Student Ambassadors taking part in two new working groups at Teleperformance focused on workplace wellbeing, giving the students a platform to influence real business strategy but also helping TP surface innovative ideas that align closely with its global purpose values. Enterprise Mobility were so interested in one Student Ambassador’s suggestions about its customer experience that they followed up with him directly. Other sessions have included wider Purpose Coalition employers such as Aldermore Bank, Travelodge, South Warwickshire University NHS Foundation Trust, Southeastern Railway, e.on, Colt, and Kent & Medway NHS and Social Care Partnership Trust.
In my own recent meeting with Ambassadors, we had a frank discussion about social mobility and the importance of connecting with employers who align with their purpose and values, and who are willing to develop their employees to boost their learning and their employability. The Purpose Lab Student Ambassadors have appreciated the range of organisations who have held sessions with them and valued the insights they have given them – a feeling reciprocated by the Purpose Coalition partners who have participated. There’s an appetite for further sessions on some crucial topics that are highly current and will shape the future – for example, it’s clear that the use of AI and how it will feature in the workplace is of huge interest. I’d have loved to have been able to be a Student Ambassador benefiting from Purpose Lab during my time in education and now I’m looking forward to continuing to work with students and employers to explore what opportunities are out there and how young people can help shape a future workplace.
The wider the network of employers and students, the better we can make Purpose Lab. If you’re interested in your organisation being part of Purpose Lab, then get in touch with Finlay Magowan at finlay@thisispurpose.com.
Jobs for the boys –making sure that no one is left behind
by Lord Walney
Ensuring that everyone, regardless of their family background or geographical location, has access to equal opportunity is a key government commitment and integral to its agenda for growth. Yet there is one group - White working-class young men and boys - who continue to slip through the gaps at an alarming rate, in education and employment.
I saw it in my own time as the MP for Barrow-inFurness. The problem begins to take hold in the classroom where White boys eligible for free school meals consistently underperform. In England in 2023 only a third achieved a grade 4 (a pass) or above in English and Maths GCSEs. Already beginning to disengage from the system, they also experience disproportionately high rates of permanent exclusion. Only 16% of White working-class pupils advance to university, with 8.8% dropping out before graduation. In 2019, over half of UK universities reported that less than 5% of their students were White pupils from lowincome backgrounds.
This pattern of under-achievement follows them too readily into the working world, with unemployment rates among men from working-class backgrounds reaching 7.5%, nearly double the 4.0% rate among those from professional backgrounds. Even when in work, these individuals are significantly less likely to receive promotions or meaningful career advancement.
Young men from these backgrounds also experience higher rates of involvement with crime and struggle more with mental health issues than their female counterparts.
Boys who can see examples of parents or family members, or indeed peers, in employment are much more likely to aspire to work themselves. Conversely, an absence of positive employment role models further entrenches the cycle of generational disadvantage, creating communities burdened with higher unemployment, weaker economies and reduced prospects. Seventy-one per cent of coastal towns, for example, experienced slower employment growth and half saw a decline in employment compared to national averages from 2009 to 2018. The social and economic costs to these left behind communities are substantial and growing.
The issue is well-documented and routinely highlighted. The Government has acknowledged the gravity of the situation and set out a comprehensive plan to address youth unemployment and economic inactivity in the ‘Get Britain Working’ White Paper. The Youth Guarantee aims to ensure that every young person aged 18 to 21 can access education, training or employment opportunities, alongside an expanded Growth and Skills Levy designed to boost apprenticeship and training opportunities. These efforts mark progress, yet significantly more action is required to tackle the challenge effectively.
In the coming months, The Purpose Coalition will publish a new report I am leading on, Jobs for the Boys? – Why White Working-Class Boys Are Falling Behind in Education and Employment. It will outline targeted recommendations designed to enhance employability, elevate aspirations and secure sustained engagement in the workplace. Its ambitions are aimed not at prioritizing one disadvantaged group over another but at delivering true equality of opportunity to ensure that no individual or community is left behind.
To genuinely foster national growth, we must urgently address inequalities wherever we find them. By harnessing the full potential of all our young people, including the most disadvantaged, we can strengthen our economy, reduce welfare dependency and build communities better positioned to thrive and prosper.
Breaking Barriers, Building Opportunity: A Growth Strategy for Every Community
by Nick Forbes CBE
Amid challenging economic and social pressures, and continuing geopolitical uncertainty, it is more important than ever that we maintain a focus on equality of opportunity as we seek to achieve long-term, sustainable economic growth.
June’s highly anticipated Spending Review set out the Government’s priorities for rebuilding Britain, ensuring that breaking down the barriers that prevent people and communities from thriving is at the heart of our national renewal. Aimed primarily at rebalancing growth, it focused on the need to spread prosperity beyond traditional areas to drive a genuinely inclusive national economy so that previously overlooked regions are regarded as integral to the country’s economic success.
Alongside significant funding for the NHS and for social and affordable housing, the investment in transport infrastructure to rebalance the economic landscape reinforced a commitment to a locally driven agenda. Reduced journey times and improved connectivity can fundamentally alter perceptions, opening up previously overlooked towns and cities as viable, vibrant centres for living, working and investment. These aren’t just practical improvements but transformational economic benefits.
The innovative inclusion of defence spending within broader regional economic strategies represents a departure from historical practice. Traditionally siloed as a purely strategic issue, defence investment is now recognised for its potential to drive substantial local economic growth. This approach leverages infrastructure development, technological innovation and skills training linked directly to defence projects, promising sustainable job creation and local economic vitality, often in areas previously left behind.
Investment in education remains key to an equality of opportunity agenda and the Government demonstrated its committed with an expansion of free school meals and breakfast clubs to funding for nurseries and the maintenance and building of new schools. But there is also a broader need to ensure that education is fit for purpose at every stage, equipping individuals so they can adapt effectively to technological and market shifts and maintain employability. Amid ongoing skills system reforms, we need to ensure that apprenticeships, vocational courses and adult retraining align closely with industry ambitions and meet current and future labour market needs. Lifelong learning opportunities are vital for enabling continuous skill development and fostering economic resilience and the best educational providers, increasingly partnering with industry, are delivering innovative programmes to create flexible, accessible learning pathways.
Alongside a national strategy to deliver growth, combined authorities have emerged as indispensable engines of localized growth. Empowered through devolution, these authorities are uniquely positioned to respond swiftly and sensitively to their communities’ needs. They now lead on tailored regeneration projects, infrastructure developments and skills training programmes to develop solutions that are closely aligned with distinct regional strengths, challenges and aspirations.
As part of ensuring that a thriving economy will benefit every community, a new Growth Mission Fund will expedite local projects that are important for growth, with additional funding allocated to support up to 350 communities in some of our most deprived areas. There will also be twenty-five trailblazer neighbourhoods which will receive long-term investment to drive forward the changes they want to see in their areas, championing local leadership, fostering engagement and strengthening cohesion. As someone with extensive experience of local government in the North East, I have always believed that opportunity thrives best when it is tailored to local circumstances and developed collaboratively.
In the immediate short term, the Planning and Infrastructure Bill continues to progress through Parliament and the publication of our Industrial Strategy will deliver further clarity and momentum to the Government’s growth agenda, shaping our economic future.
As someone with extensive experience of local government in the North East, I have always believed that opportunity thrives best when it is tailored to local circumstances and developed collaboratively.
Our partnerships in The Breaking Down Barriers Commission, as part of the wider Purpose Coalition, highlight how purpose-led organisations can meet their own commercial imperatives and contribute to regional and national economic growth while also being a force for good. They have an integral part to play in rebuilding Britain and ensure that our efforts lead not just to economic growth, but to lasting social and community transformation with opportunities for all.
Will AI Level the Playing Fieldor Widen the Gap?
BDB’s Political Editor, Jack Savage, interviews Resham Kotecha, Deputy Chair of the Social Mobility Commission and Global Head of Policy at the Open Data Institute
Introduction: personal experience, professional mission
Resham Kotecha’s life has never followed a predictable script. “It’s been quite a weird and wonderful career” she laughs. But what’s constant is her commitment to policy and social impact - an ethos shaped by her social mobility story.
The daughter of East African Indian immigrants, she was the first in her family to go to university. “I had the life I had because of the luck of being born to the parents I was born to” she reflects. “It’s not fair that you have to be lucky to be born in the right place and to the right people to have a good life.”
Now, as Deputy Chair of the Social Mobility Commission (SMC) and Global Head of Policy at the Open Data Institute (ODI), Resham is asking hard questions about the future of artificial intelligence - and who it will serve.
AI as an equaliser or amplifier of inequality?
Resham was passionate in her opening on AI risks: “If we don’t manage the rollout and access of technology, you just end up with the haves and the have-nots. Before, we talked about that being about money. Now it’s about technological access.”
While AI holds promise - “like giving everyone access to a personal tutor” she noted - it could also entrench disadvantage if the foundational gaps aren’t addressed. “We saw during COVID that households that were economically underprivileged didn’t have enough devices. If you’ve got to share one laptop with three people, that entrenches privilege.”
And it’s not just about hardware. “Do you know how to prompt ChatGPT? Do you know how to fact check? Do you know how to critically assess answers? These are now essential skills - but they’re heavily dependent on your education, parenting, and environment.”
The race was never fair Resham uses a powerful analogy when talking about social mobility. “We look at a 100-metre race, and I did run that race. But there are people who had to run with only one shoe, starting 20 metres further back. Can we really call that a fair race?”
She’s not advocating for equal outcomes - “people have different ambitions and desires” - but for equal opportunity. “Should we be trying to give everyone two shoes? Of course we should.”
Bias in AI begins at the source Resham believes AI risks becoming another tool of exclusion unless we confront who is designing it. “Generally, to work in AI you have to have the privilege of a great education. Most people in the field are highly educated, from stable backgrounds. If you don’t have diverse lived experience, how will you understand different perspectives?”
She brings up the famous “marshmallow test” to challenge mainstream assumptions. “We used to say, if a child waits for the second marshmallow, that shows higher IQ and self-control. But what if you come from a home where food isn’t guaranteed? Then taking the marshmallow now is the smart thing to do. It’s not a lack of intelligence - it’s a response to environment.”
And this, she argues, should inform how we build and assess AI systems: “If we’re only viewing AI through a lens of economic stability, we will never see the whole picture.”
What can be done: designing AI that reflects society
At the ODI, Resham advocates for systems that are open, participatory, and inclusive. “We talk a lot about open datait’s in the name. Making datasets interoperable is like giving them an adapter so they can plug into others. It means academics, technologists, campaigners can all audit and enrich the data.”
But it must go beyond openness. “Have we reduced the barriers to participating? Is it easy and cost-effective for people from disadvantaged backgrounds to contribute? If not, then we’re designing in exclusion.”
Her call to action includes transparency mandates, particularly where AI intersects with elections. “If we want democracy to be fair and proper, then AI systems must be inclusive, transparent, and open. Otherwise, we’re building black boxes that shape our world without scrutiny.”
AI for good: the optimist’s case
Despite her warnings, Resham remains hopeful. “The opportunities, if we adapt policy and regulation for AI to do good, are huge and incredibly exciting.”
She cites health diagnostics as a prime example: “We’re now using AI to help diagnose cancers like ovarian and cervical cancer by analysing data from pharmacies. Women might ignore symptoms, but AI can flag patterns early. That kind of tech was only accessible to people with private healthcare before.”
Or take personal finance: “Apps can now round up your purchases to help you save - AI acting like a micro financial advisor for people who could never afford one.”
No one left behind: a place-based, lifelong strategy Resham’s concern lies with who gets excluded as AI progresses. “We need to start retraining now - not just school kids, but people in their 40s and 50s who’ll still be working in 10 years.”
She urges a place-based approach. “Most of London has broadband and libraries. But if you’re in a coastal or rural area, you might have poor infrastructure and limited access. We can’t apply the same national policy everywhere and expect equal results.”
The SMC is already tackling this head-on. “We’re working with the EY Foundation and Social Tech Trust to launch the UK’s first Grand Challenge on how AI can support social mobility for NEETs (young people not in education, employment or training). It’s vital we look after those at risk of being left behind.”
One big idea: treat data like infrastructure If she could legislate one thing? “Appoint a senior minister for data and AI transformation,” she says without hesitation. “Someone who understands the space and has a mandate to scale data literacy, set open standards, and embed human review into AI decisions.”
She argues for linking public datasets, just as economist Raj Chetty has done in the US. “Right now, in the UK, we ask people what job their parent did at 14 to understand background. But if we linked anonymised tax and education records, we’d get a much clearer picture of social mobility.”
Her opinion: “Treat data like public infrastructure. Give it the time, investment, and focus it deserves.”
Conclusion: the future is ours to shape For Resham, the question isn’t whether AI will reshape society, it’s who will benefit from it. “If we’re serious about fairness, then it’s not about slowing down AI. It’s about making sure everyone can run the race with two shoes.”
Whether AI becomes the great equaliser or a driver of deeper inequality depends on the choices we make now. With leaders like Resham Kotecha pushing for equality of opportunity, transparency, and accountabilitythere’s hope that we’ll get it right.
Fiscal Climate –Managing Recovery in a Tight Landscape
The UK economy in 2025 sits at a delicate turning point. Following a period of acute volatility, conditions are stabilising - but growth remains subdued, public finances are strained, and global uncertainty persists. Against this backdrop, the government’s approach - framed in the 2025 Spending Review - is one of fiscal discipline, service delivery, and measured recovery.
Headline inflation has declined markedly from its 2022 peak, prompting the Bank of England to begin a cautious easing of interest rates. The base rate stands at 4.25%, down from a high of 5.25% last year, and the Bank has signalled a gradual approach to further reductions. Core inflation, however, remains above target, and a temporary uptick is forecast for mid-year, driven by energy and food prices.
This has created a mixed picture for consumers. While cost pressures are softening, real household incomes remain flat, with rising housing costs and tax contributions offsetting any nominal wage gains. Disposable income growth is forecast to remain below 1% in 2025.
The Office for Budget Responsibility (OBR) projects UK GDP growth at 1.1% for 2025modest by historical standards but a step up from stagnation. Business investment remains subdued due to persistent caution, driven by uncertain global conditions and sector-specific headwinds.
Sentiment surveys suggest cautious optimism, though some sectors - particularly manufacturing and export-oriented industries - remain under pressure. New US tariffs on steel and automotive goods, alongside cooling global demand, have impacted UK exporters. The OBR has warned that further escalation in trade tensions could reduce UK output by up to 1% of GDP over the next two years.
The UK’s fiscal position is under intensified scrutiny. The public sector budget deficit reached £149 billion in 2024/25, or 5.2% of GDP - above previous forecasts and driven by higher debt interest payments, weaker tax receipts, and ongoing cost-of-living support.
The Chancellor, Rachel Reeves, has anchored the government’s fiscal approach in “discipline, not drift.” Her first budget under the new administration reflects this tone: no large unfunded commitments, and a laser focus on delivering visible returns for taxpayers. Departmental spending has been broadly frozen in real terms, with emphasis placed on improving frontline outcomes through reform and efficiency.
The 2025 Spending Review prioritises investment in health, education, and infrastructure - but within tight constraints. NHS waiting times, school standards, and local transport remain top concerns for the public. Ministers have pledged to show real improvements by the next election cycle, with digital transformation, workforce reform, and targeted capital investment taking centre stage.
Importantly, the government’s approach reflects a broader political shift: moving from emergency support to strategic delivery. Improving public services is now viewed as a long-term lever to enhance living standards, workforce productivity, and economic resilience - not just a cost line in the budget.
With debt interest costs now consuming nearly 10% of public spending, the Treasury is relying on revenue stability rather than major tax cuts. Corporation tax remains at 25%, and recent thresholds for income tax and National Insurance have been frozen, bringing more earners into higher tax bands through fiscal drag.
The UK enters the second half of 2025 at a strategic crossroads.
Business groups have flagged this as a brake on investment, particularly when combined with weak demand and global competition. However, the government has defended its stance, citing the need for stable, predictable policy to avoid market volatility. Longer-term reforms - particularly to business rates and green investment incentives - are under review but are not expected to take effect until 2026.
The major challenge facing policymakers is one of calibration: stimulating growth without fuelling inflation; maintaining fiscal credibility while delivering public value. The Chancellor has emphasised that every spending decision must show a tangible benefit, whether through shorter NHS waits, stronger school performance, or enhanced regional connectivity.
For businesses, the outlook is mixed. Easing inflation and lower rates offer some relief, but demand recovery will be slow, and wage pressures persist. Tax policy clarity, regulatory predictability, and sector-specific support remain top asks from industry leaders.
The UK enters the second half of 2025 at a strategic crossroads. The emergency phase is over, but real risks remain. Fiscal space is limited, growth is modest, and the path to higher living standards depends on more than macroeconomic indicators.
The government’s bet is that competence, clarity, and visible delivery - rather than giveaways or volatility - will rebuild trust. If successful, this phase of steady rebuilding could mark the beginning of a more confident and resilient UK economy.
Education Reform at a Crossroads
Britain’s education system stands on the threshold of one of the most sweeping overhauls in decades.
A bold set of reforms – ranging from school governance to university finance - signals a shift in how the country understands educational excellence, equality, and public accountability. Yet, amid ambitious plans, the debate remains fierce over what success should look like, who gets to define it, and how we pay for it.
At the heart of the current reform agenda is the Children’s Wellbeing and Schools Bill - landmark piece of legislation that aims to standardise conditions across England’s state schools. It seeks to end a decade of divergence between academy schools and those run by local authorities by introducing a unified teacher pay structure and mandating the National Curriculum across all school types.
This would mean all teachers, regardless of their school’s status, follow the same baseline conditionsa move some describe as restoring fairness, others as flattening innovation. While academy heads would still be allowed to offer pay above the scale, critics warn that these reforms could discourage top talent from working in hard-to-staff schools that previously relied on financial flexibility to attract teachers.
The bill also reopens the door to new maintained schools, ending the requirement that all new schools be academies. It halts the automatic academisation of underperforming schools - a clear departure from earlier policy and a signal that collaboration, rather than conversion, will define future improvement models. Local authorities, long side-lined in planning, would see their role reinstated.
Rt Hon Justine Greening, former Education Secretary and Chair of The Purpose Coalition, recently told the House of Lords Social Mobility Select Committee that the system could benefit from a mindset shift.
Ultimately, Britain’s education system is being reimaginednot only through legislation but in how we define its purpose.
Academic knowledge and technical skills remain essential, but they’re no longer enough. She advocates for a wider approach - one that includes careers advice, extracurricular opportunity, and the intentional development of skills like teamwork, resilience, and problem-solving. These, she argues, are critical for preparing young people to thrive beyond the classroom - and often overlooked in current policy.
The Bill’s emphasis on student wellbeing is perhaps its most widely supported element. From free breakfast clubs in all primary schools to mandated caps on uniform costs, the focus on supporting basic needs has drawn praise from both teachers and parents. These policies are rooted in the belief that no child can learn effectively while hungry or experiencing material hardship.
There are also reforms coming for home education oversight and, most critically, the special educational needs and disabilities (SEND) system. A major White Paper released this spring aims to tackle spiralling costs and mounting legal challenges, with over 60 councils warning they risk bankruptcy under current arrangements. The political battle will be intense as government weighs tighter controls on entitlements against parent advocacy for personalised provision.
Unsurprisingly, the Schools Bill has provoked strong reactions. Supporters say it will level the playing field and restore public confidence in a unified system. Critics, however, see it as a centralising overreach that risks stifling the innovation which academy freedoms were designed to unleash.
While schools take centre stage, the higher education sector is facing acute financial pressure. Nearly half of English universities are projected to post deficits this year, driven by declining international student numbers and the prolonged freeze on domestic tuition fees.
The decline in overseas enrolments stems largely from the most recent white paper on migration, introduced in May 2025, which significantly altered the post-study visa routecutting it from two years to 18 months. This follows on the heels of the 2024 white paper, which had previously placed restrictions on international students bringing dependants. The cumulative effect has been a cooling of international demand, particularly from markets where family mobility and post-study work are key considerations.
Adding to sector concerns is the government’s proposal for a new International Student Levy, which would see institutions required to pay a 6% surcharge on the tuition fees of overseas students. Universities warn this could cost the sector hundreds of millions of pounds annually, without any guarantee the funds will be reinvested into higher education. While ministers argue the revenue will help support national skills priorities, critics point out that universities themselves are core to the delivery of those skills - and the levy risks undermining their financial stability just when they are most vulnerable.
These reforms arrive in the wake of a bruising period for educators, with teachers striking over pay and workload throughout 2023–24. While the government has since accepted independent pay review recommendations, trust remains fragile. Any move towards a national pay framework must be matched with competitive salaries, tangible efforts to reduce workload, and robust wellbeing support for staff stretched by rising demands in areas like SEND and safeguarding.
Ultimately, Britain’s education system is being reimagined - not only through legislation but in how we define its purpose. Is education a tool for social mobility? A pipeline for national skills? A public service built on trust and equity? In 2025, it is all of these at once. As classrooms, lecture halls, and council chambers adapt to this new era, the success of these reforms will not be judged by white papers or policy launches - but by whether they deliver better outcomes for the learners at their heart.
The NHS after the Spending Review: Between Relief and Reckoning
The NHS isn’t just on the political agenda – it is the political agenda.
With record-breaking waiting lists, mounting workforce pressures, and structural cracks in social care, Britain’s most cherished public institution remains under strain. The government faces the dual challenge of stabilising the system and proving that real recovery is possible.
The stakes remain enormous – for patients, professionals, and policymakers alike. The most visible challenge continues to be the 7.6 million patients waiting for non-urgent hospital treatment in England – still the highest on record. While the pandemic intensified the backlog, the problem predates COVID: systemic undercapacity has long struggled to match demand.
The government maintains its commitment to restoring the 18-week referral-to-treatment standard, which hasn’t been met since 2016. Yet independent forecasts, such as those by the Institute for Fiscal Studies, indicate that without drastic intervention, 92% of patients being seen within that timeframe may remain elusive until at least 2029.
To accelerate change, the government has expanded its elective recovery strategy, investing in surgical hubs, diagnostic centres, and private sector partnerships. Encouraging signs are emerging – including the use of high-throughput ‘super clinics’ and dedicated backlog teams – but the scale of the challenge means visible improvement will remain gradual.
Meanwhile, emergency services remain stretched to their limits. Long A&E waits and ambulance delays persist, driven in part by bed shortages and the knockon effects of blocked discharges. In response, the government pledged an additional £3.4 billion in capital funding over the next three years to modernise digital infrastructure and hospital facilities.
Funding will also support the expansion of urgent care capacity, including same-day emergency care units and virtual wards, intended to ease the burden on physical sites. These changes align with the broader 10-Year Health Plan aimed at shifting focus from reactive hospital care to proactive community and preventive services.
Access to GPs remains a major concern. The government has reiterated its commitment to delivering 8.3 million more GP appointments per year and improving the functionality of appointment booking systems. As part of the Spending Review, an additional £850 million has reportedly been allocated for digital upgrades across primary care practices and for hiring extra administrative support staff (placeholder –awaiting Spending Review breakdown).
This is part of the broader aim to end the “8am scramble” and ensure patients can get timely care close to home.
Following waves of strike action, several workforce pay disputes have now been settled. The NHS Long-Term Workforce Plan remains a flagship commitment, targeting the training of 60,000 more nurses and 15,000 more doctors annually by the end of the decade (Reuters). As part of the Spending Review, the Treasury confirmed funding to expand medical school placements by 50% by 2026 – a critical first step in the long road to workforce stability.
Yet near-term gaps remain. The service still relies heavily on international recruitment, raising questions about
sustainability and ethics. Pay, morale, and retention remain fragile, especially as efficiency targets of up to 12% for some NHS trusts risk deeper cuts to staffing or service levels.
Perhaps the most intractable issue is adult social care. Despite some short-term funding top-ups, systemwide reform remains elusive. A three-year Independent Commission on the future of care has been launched, but stakeholders warn it may delay rather than deliver solutions.
Local authorities still face a looming fiscal cliff in 2026, when temporary accounting flexibilities expire. Without a structural funding settlement – estimated at £10–17 billion by the Health Foundation – many councils risk insolvency.
Prevention remains a long-term ambition. The government continues to fund school-based mental health support, community screening, and digitised care pathways. Notably, the Tobacco and Vapes Bill will introduce a generational smoking ban and prohibit disposable vapes from June 2025 – marking one of the most ambitious public health interventions in decades.
Meanwhile, over 140 NHS hospitals will roll out Martha’s Rule by March 2025, empowering patients and families to request emergency clinical reviews. This initiative, born from tragedy, is becoming a touchstone for patient safety reform.
In a move with far-reaching implications, the government has also announced the phased dismantling of NHS England, with its core functions absorbed back into the Department of Health and Social Care. Proponents argue this will reduce duplication and strengthen ministerial accountability; critics fear centralisation and disruption.
The 2025 Spending Review offers a much-needed injection of capital and clarity, especially around digital upgrades and workforce expansion. Yet the gap between ambition and reality remains wide. Interim goals – like eliminating 18-month waits – are welcome, but public trust will hinge on delivery, not declarations.
The path ahead will test not just policy but the social contract that underpins the NHS. If the system begins to heal, it could help restore national confidence. If not, the consequences – political and human – will be profound.
Unlocking opportunity: How the Starting Fresh programme is turning intent into action – Tony Simpson, COO of Justice at Sodexo UK & Ireland
Each year, tens of thousands of people leave prison in the UK. Many are eager to rebuild their lives and ready to contribute to society. Yet too often, they face closed doors and missed opportunities. The reality is that a criminal conviction still acts as a barrier to employment, even when the individual is qualified, motivated, and ready to work.
At Sodexo, a long-standing member of The Purpose Coalition, we believe in second chances. We also believe that recruitment should be based on skills, not stigma. That is why we created Starting Fresh: a programme designed not just to advocate for recruiting ex-offenders and remove perceived barriers to their employment, but to provide practical solutions for organisations, particularly those affected by the skills crisis, to proactively recruit directly from UK prisons.
Launched in 2023, Starting Fresh offers a recruitment model that delivers both social and commercial value. It has since supported individuals into sustainable employment across a range of sectors including construction, retail, and hospitality.
As a long-time operator of six prisons on behalf of the Ministry of Justice and the Scottish Prison Service, Sodexo has a deep understanding of the rehabilitation journey. Our teams deliver accredited training, education, and purposeful work that helps individuals become job-ready before release. This includes qualifications in areas such as catering, construction, and cleaning - skills that map directly to sectors facing labour shortages.
But our ambition was to go further. While many organisations are open to hiring someone with a criminal record if they apply independently, Starting Fresh equips them to act, to proactively seek out candidates who are qualified, motivated, and ready to contribute.
Since its launch, the programme has helped hundreds of individuals into employment across sectors including hospitality, retail, and facilities management. Crucially, many of these hires start work while still in custody through Release on Temporary Licence (ROTL) — giving them the opportunity to build experience and confidence before full release.
For employers, this offers a low-cost, high-impact recruitment model. It eliminates traditional hiring costs, builds team loyalty, and improves retention. In our experience, individuals who receive a second chance often stay longer, work harder, and bring a strong sense of purpose to their role. This reduces churn, stabilises teams, and enhances culture.
To support employer engagement, Starting Fresh offers free toolkits and guidance covering everything from safeguarding and legal compliance to how to run a recruitment day in a prison. We have also created resources for MPs, helping them champion secondchance employment in their constituencies and connect local businesses with nearby prisons.
In addition to our own operations, Sodexo has partnered with the Ministry of Justice’s New Futures Network to extend Starting Fresh across 37 prisons. We are also working closely with charities and social enterprises including The Oswin Project, Novus Works, and Clean Sheet to provide wraparound support for both employers and candidates.
We are proud to be a Ban the Box employer, meaning we do not ask about criminal convictions unless legally required for a specific role. And as of November 2024, we now offer guaranteed interviews to candidates who disclose a conviction and meet the essential role criteria, levelling the playing field and turning interest into action.
The response has been overwhelmingly positive. Several of our clients and partners have already embraced the programme, hiring individuals into permanent roles and reporting positive outcomes for their teams and businesses. From major retail brands to food service giants, employers are discovering that second-chance hiring is not just ethical — it is smart business.
Sodexo has partnered with the Ministry of Justice’s New Futures Network to extend Starting Fresh across 37 prisons.
And we are not doing it alone. From prison employment leads to HR directors and hiring managers, this is a movement built on collaboration. By breaking down misconceptions, simplifying the process, and focusing on outcomes, Starting Fresh is helping more organisations see past the conviction and focus on the person, the potential, and the performance.
Of course, employment alone is not a quick fix. Many prison-leavers face wider challenges, including housing insecurity, mental health needs, and rebuilding family relationships. But employment is a proven stabiliser, a critical building block for rehabilitation and reintegration. Ministry of Justice data from May 2023 shows that stable employment can reduce reoffending by up to 9 percentage points .
Ultimately, Starting Fresh is about changing the conversation. It is not about charity or tokenism. It is about creating a level playing field where people with convictions can access opportunities, contribute to society, and lead fulfilling lives. And for employers, it is about unlocking talent, building diverse teams, and making a meaningful difference.
Whether you are a business leader, a hiring manager, or a policymaker, we invite you to get involved. There is a wealth of skill, motivation, and potential in UK prisons and with the right support, we can help bring it to light.
If you would like to know more about Sodexo’s Starting Fresh programme, please click here.
Powering a Just Energy Transition in the UK
In the UK’s decarbonisation journey, hydrogen has taken centre stagenot as a futuristic energy source, but as a here-and-now solution to some of the country’s biggest climate and economic challenges.
Once dismissed for high costs and technical limitations, hydrogen is now a central pillar in the government’s net zero strategy, backed by £240 million through the Net Zero Hydrogen Fund and a clear policy roadmap for scaling up its production and use.
Hydrogen’s appeal lies in its versatility. It can decarbonise hard-to-abate sectors like heavy industry, transport, and heating. The UK’s Hydrogen Strategy (2021) and subsequent Sector Development Action Plan (2023) envision a hydrogen economy supporting over 12,000 jobs and attracting £11 billion in private investment by 2030.
The government has also committed to developing up to 10 GW of low-carbon hydrogen production capacity by 2030 - at least half from electrolytic hydrogen. Recent approval of blending hydrogen into the gas grid, beginning with pilot projects in Gateshead and Redcar, further signals intent. This will support the decarbonisation of home heating for up to 4 million properties over the next decade, with early trials already showing safe and effective integration.
Hydrogen also carries potential for regional transformation. The UK’s largest planned hydrogen hubs, including HyNet North West and East Coast Hydrogen, are strategically located in post-industrial regions - areas hit hardest by deindustrialisation and in need of new, future-proofed economic drivers. These projects will turn legacy energy infrastructure
into assets, create local employment opportunities, and anchor manufacturing supply chains.
Colleges and local skills providers are stepping up, launching hydrogen-readiness training programmes that prepare workers for careers in hydrogen production, maintenance, logistics, and safety.
Challenges remain: the high cost of electrolysers, limited hydrogen-ready infrastructure, and unclear long-term subsidy mechanisms pose risks to deployment. The Hydrogen Allocation Round 3 (expected in 2025) will be crucial in aligning public and private investment. At the same time, international competition is intensifying. The US Inflation Reduction Act offers subsidies of up to $3 per kg of clean hydrogen, while the EU Hydrogen Bank is rolling out €800 million in grants. Without policy certainty, the UK risks falling behind.
Yet hydrogen also offers geopolitical and security benefits. With 85% of UK homes currently reliant on gas, hydrogen could cut dependence on imported fossil fuels while supporting energy resilience. Blending could displace up to 7% of current gas demand by 2030, and even higher if adopted alongside carbon capture and storage.
The hydrogen transition isn’t just a technical feat. It’s a socio-economic mission: to decarbonise equitably, revive regional economies, and build the workforce of the future. Done right, hydrogen could be a catalyst not just for cleaner energy, but for a fairer, greener Britain.
Building Balance: Advancing Gender Equality in Construction
At the heart of the UKREiiF 2025 conference, a powerful conversation took place: Building Balance: Advancing Gender Equality in Construction.
Chaired by Rt Hon Justine Greening of The Purpose Coalition on behalf of Curtins, this session wasn’t just a panel it was a call to action. With voices from across the construction and social value sectors, including Michele Steel of Regeneration Brainery, Mona Hassan of Gleeds, Jon Moister and Rhiannon Carss of Curtins, the discussion centered on embedding equality into the very foundation of our industry.
One of the clearest takeaways was that gender equality cannot be an afterthought or a side project — it must be central to how we design, build, and lead in construction. This is not about box-ticking. As panellists from Curtins passionately stated, it reflects the values of who we are. It’s about creating a future workforce and industry culture that is more diverse, dynamic, and equitable.
Curtins, in particular, underscored how their approach is rooted in authenticity and care. From engaging in national policy through The Purpose Coalition to taking tangible steps in-house, their commitment is transforming ideals into action.
The conversation turned to how structural change can begin early — even in the classroom. Curtins is pioneering a Teacher Placement Programme that partners not only with higher and further education institutions, but also with primary school teachers. By working with educators and families, they aim to dismantle outdated perceptions of construction as a male-dominated career path and inspire girls to see themselves in the industry.
Policy change is equally crucial. Through their collaboration with The Purpose Coalition, Curtins is influencing government thinking and pushing for
initiatives that diversify the future workforce. This partnership is helping set a precedent for what’s possible when industry and policy align with purpose.
Gender equality in construction must span all life stages and this includes better support for midlife and older women. Curtins is leading the way in addressing menopause in the workplace, leading national roundtables and advocating for inclusive policies that ensure women don’t face barriers at any stage of their careers.
Physical inclusion was another key topic, with Curtins participating in the creation of new BSI standards for inclusive PPE — ensuring that safety gear fits all bodies, not just male defaults. They are also working to improve menstruation-related hygiene facilities on site, a long-overlooked issue that significantly impacts women’s experiences in construction roles.
Throughout the session, one theme resonated loudly: collaboration. This is not a challenge any single business can tackle alone. The panel called for unity across the sector to share ideas, learn from each other, and hold each other accountable. There’s a collective responsibility to dismantle barriers and build a more inclusive future.
As the conversation closed, the message was clear: achieving gender equality in construction is not just a moral imperative, it’s essential for the industry’s growth and sustainability. By embedding equity into policies, practices, and pipelines, we’re not only opening doors but reshaping the blueprint of construction itself.
Britain Abroad: A Foreign Policy Reboot
British foreign policy is entering a new chapter - one that combines repair, re-engagement, and recalibration.
After years marked by Brexit friction, shifting global alliances, and geopolitical shocks, the country is quietly rebuilding its diplomatic foundations. What’s emerging is a more pragmatic, partnership-driven foreign policy aimed at strengthening Britain’s influence without overreaching its resources.
At the centre of this shift: Europe, the Indo-Pacific, and an increasingly uncertain transatlantic relationship.
Relations with the European Union are warming after a bruising few years. Prime Minister Starmer’s government is pursuing a more collaborative tone, laying the groundwork for closer regulatory cooperation, scientific collaboration, and trade streamlining. On 19th May, 2025, the UK and EU held their first formal summit since Brexit, resulting in a landmark agreement aimed at resetting relations.
Trade and Regulatory Alignment
The UK agreed to dynamically align with EU food safety standards, easing border checks and reintroducing previously restricted exports like sausages and burgers into the EU market.
Fishing Rights
In exchange, the UK granted EU fishing vessels access to British waters until 2038, a move that has drawn criticism from Scottish leaders concerned about the impact on local industries.
Youth Mobility and Education
Discussions are underway to revive youth mobility schemes, including the UK's re-entry into the Erasmus+ programme, fostering educational and cultural exchanges.
Defence and Security Cooperation
A new security and defence pact was established, granting the UK access to the EU's €125 billion defence fund and enhancing collaboration on shared security challenges.
Energy and Environmental Initiatives
The UK and EU agreed to link their emissions trading schemes, aiming to prevent new EU carbon taxes and support UK steel exports.
While the UK remains outside formal EU structures like the single market and customs union, these agreements mark a significant step towards rebuilding a functional and cooperative relationship with Europe.
The once-hyped “Global Britain” slogan has matured into something more grounded. Less about headline-grabbing trade deals, it’s now focused on strategic partnerships, climate leadership, and multilateral problem-solving. Britain has formally joined the Comprehensive and Progressive Agreement for Trans-Pacific Partnership (CPTPP), signaling a pivot toward Asia-Pacific markets. Meanwhile, alliances with Japan, Australia, and India are deepening in education, defense, and technology. These relationships complement NATO and help the UK diversify its strategic footprint - particularly as China’s rise raises both economic opportunities and security concerns.
Soft power remains a centre of Britain’s global reach. The BBC World Service, British Council, and a network of top universities continue to project UK influence in ways that aircraft carriers cannot. Scholarships like Chevening and renewed participation in global forums underscore a broader strategy: influence by presence and principle. Britain also continues to lead on climate diplomacy, global health security - including vaccine funding and pandemic preparedness - and education access, even as the aid budget remains capped at 0.5% of GNI.
For the private sector, a foreign policy anchored in stability and cooperation is welcome news. Reduced trade frictions with the EU could lower costs for agri-food and manufacturing exporters. Re-entry into Horizon Europe is a boost for tech and innovation firms, while CPTPP and long-awaited trade deals with the US and India may open new markets for services, education, and advanced manufacturing. Business leaders will monitor UK–China tensions, hoping for clarity on policy direction. Many firms still depend on Chinese trade, even as supply chain resilience becomes a watchword.
Transatlantic alignment remains crucial. Many UK companies operate across the US and depend on datasharing, financial regulation alignment, and defence procurement partnerships - all of which hinge on stable UK–US ties.
The UK’s current foreign policy is best described as quietly confident.
The UK’s current foreign policy is best described as quietly confident. Gone is the rhetoric of rupture; in its place is a measured, multilateral strategy aimed at repairing relationships, amplifying influence, and delivering results.
Re-industrialisation and the Renewal of National Purpose
Britain is betting on a bold new vision: that by reviving its industrial base, rebalancing its economy, and reconnecting growth to place, it can finally break free from decades of regional inequality. The real ambition, led by purpose-driven businesses and universities, is even bigger: to build an opportunity state.
After years of economic drift and political division, the UK is now trying something different - not just redistributing wealth but redistributing the capacity to create it.
Central to this shift is Britain’s first comprehensive industrial strategy in years: the Plan for Change. Described by Prime Minister Starmer as “mission-led,” it is built around five national missions, including a twin focus on growth and regional rebalancing.
Chancellor Rachel Reeves’s 2024 Autumn Budget laid the foundations, while the June 2025 Spending Review backed that intent with £18 billion in multi-year capital investment - much of it directed toward infrastructure, green energy, and advanced manufacturing. The Spending Review also confirmed long-term funding settlements for key regional growth programmes, ensuring continuity and confidence for private investors.
An Industrial Strategy Council has been established to oversee delivery and insulate the plan from political cycles. Eight “sector deals” are in development - covering clean energy, life sciences, AI, digital, creative industries, and more.
The strategy addresses key structural barriers: high energy prices, skills gaps, and planning delays. Great British Energy, the new publicly backed utility, is fast-tracking investment in offshore wind, hydrogen, and longduration storage - essential to making industrial energy cheaper and greener. UK electricity prices, still among the highest in Europe, remain a competitive drag Labour is determined to reverse.
Meanwhile, reforms to apprenticeships and technical education are underway, alongside a major early years push to lift long-term productivity and mobility. The Spending Review funded 10,000 new apprenticeships, expanded adult retraining allowances, and increased capital for new T-level providers.
The strategy’s Place Pillar is its most potentially transformative feature. The UK has some of the worst regional inequality in the developed world. Labour is targeting “left-behind” townsHartlepool, Burnley, Blackpool, Barrow, and others -
with a mix of industrial investment, housing renewal, and devolved powers.
New Green Industrial Zones and AI Growth Zoneslike the pilot in Culham, Oxfordshire - are pairing fasttrack planning with infrastructure upgrades. Legacy manufacturing sites are being repurposed for net-zero industries, including CCUS and hydrogen hubs.
The goal is not nostalgia for coal and steel, but leadership in sectors like clean energy, AI, digital health, and advanced materials. The government’s AI Blueprintlaunched in early 2025 - targets £47 billion a year in productivity gains through economy-wide adoption.
This is more than economic policy. It’s a social contract. As the Sutton Trust’s 2025 Opportunity Index revealed, prospects for a child in East London far exceed those in the North East, despite equal talent. Labour’s strategy directly links growth to life chances, recognising that education without opportunity breeds frustration.
The Spending Review backed the largest uplift in early years funding in decades - boosting the pupil premium, breakfast clubs, and full nursery provision in disadvantaged areas. Ministers reaffirmed their pledge that 75% of children will be school-ready by 2029.
Challenges remain. Growth is sluggish. Public debt is high. And trust in national regeneration plans is thin. But Labour’s approach is different: joined-up, mission-led, and grounded in long-term commitments.
The 2025 Spending Review was a key test - and passed the credibility threshold. But sustained success will depend on delivery: aligning departments, breaking down barriers to opportunity, empowering regions, and sticking with the plan beyond the headlines.
Britain’s re-industrialisation agenda is more than an economic pivot. It’s a statement of belief - that prosperity can be more widely shared, that place still matters, and that modern industrial policy can help build a fairer, stronger country.
Not just higher growth. But better growth, for all.
Britain’s Digital Gamble: AI Leadership Meets a Reimagined State
As Sir Keir Starmer sets out his vision for a “safe, open and competitive” AI future, a parallel digital overhaul is underway - redefining how citizens live, work and interact with Government. But can the UK lead the tech race while taking the public with it?
In Manchester, a city with one of the UK’s fastestgrowing AI clusters, Prime Minister Keir Starmer recently laid out a compelling vision: a Britain that doesn’t just adapt to artificial intelligence but shapes it - ethically, strategically, and competitively.
The headline? A new AI Standards Authority, designed to ensure algorithms used across society - from policing to finance - meet strict tests for safety, fairness, and transparency. Starmer’s mantra: “AI can transform how we live and work - but only if people trust it.”
This isn’t just tech policy - it’s economic strategy. Labour’s latest spending review put AI and digital infrastructure at the heart of its plan for long-term growth. Alongside the Standards Authority, the Government will roll out incentives for socially beneficial AI start-ups, build national computer infrastructure, and launch a 50-point AI Opportunities Action Plan. Think supercomputers, national data libraries, and AI Growth Zones to fast-track planning for research and datacentre hubs.
Starmer wants the UK to position itself somewhere between Silicon Valley’s speed and Brussels’ caution - pro-growth but socially grounded. Unlike the EU’s expansive AI Act, the UK’s model will focus narrowly on the most powerful systems, allowing innovation to flourish elsewhere. The ambition is clear: Britain as a rule-maker, not a rule-taker.
Big Tech is onboard. Microsoft praised the strategy’s balance of ambition and accountability, while DeepMind and Anthropic have welcomed a regulatory focus on standards over restrictions. But civil society voices caution against complacency. The Ada Lovelace Institute, a leading AI ethics body, warns that without strong transparency rules, public trust will fray - especially where AI is used in benefit decisions, border control, or policing.
Starmer’s gamble is that the UK can lead globally not just in AI research, but in governance. That means pairing economic upside with ethical oversight— embedding human values into systems powerful enough to change lives.
But as Britain reaches for the future, it’s also radically rethinking the present—starting with how the state serves its citizens.
In January 2025, the UK launched its most ambitious digital reform in decades: a six-pillar Blueprint for Modern Digital Government, anchored by a new GOV.UK App and Wallet.
Described as a “digital drawer” for citizens’ credentials, the wallet lets users store everything from their driving licence to their veteran ID, with future plans to include
Blue Badges, benefit letters, DBS certificates—even birth and marriage certificates. By 2027, all Government-issued documents are expected to be digitally available.
The experience is designed to be seamless: tap your phone, authenticate with facial recognition, and securely share only the credentials needed—say, to prove your age or eligibility for services—without revealing more than necessary.
Privacy groups remain wary. Campaigners like Big Brother Watch fear a slippery slope toward a de facto mandatory ID scheme. “This could become a launchpad for surveillance,” they warn, citing concerns over data aggregation and digital exclusion.
The Government insists the system is voluntary, decentralised, and privacy-preserving. Data lives on the user’s device, not in a central database, and users control what they share and with whom. And for those without smartphones or digital skills, traditional paper options will remain.
Still, concerns persist that the digital shift could leave some behind. The Government has pledged to partner with charities and local councils to support digital inclusion - offering training, devices, and broadband access to those most at risk of exclusion. But without sustained investment, critics fear the convenience revolution could deepen existing inequalities.
Taken together, the AI strategy and digital Government blueprint form a double-pronged revolution: reimagining how Britain innovates, and how the state delivers.
The success of both will hinge not just on technical execution, but on public trust. That means addressing hard questions: Who benefits from these technologies? Who controls the data? And what safeguards protect the vulnerable?
For now, Starmer’s Britain is leaning in - betting that leadership in tech requires not just invention, but integrity. Whether that gamble pays off will define the next chapter in the UK’s digital age.
Lewis Hamilton and the Race to Reconnect Schools and Communities
In a move that blends policy with profile, Prime Minister Keir Starmer sat down with Lewis Hamilton this Spring at No.10 to talk about something quietly becoming a national crisis: pupil disengagement.
This wasn’t just a photo op, The event marked the launch of a new government initiative focused on improving how schools connect with the communities they serve.
At the heart of the plan is a framework to help schools better understand and track pupils’ sense of belonging and safety. Government will publish a new set of metrics that cover more than just attendance or grades - they’ll look at how included and supported young people feel in their school environment.
This work is being done alongside Hamilton’s education charity, Mission 44, which has focused on mentoring, teacher diversity and social justice in education. One of the most promising aspects of the plan is a new programme to recruit and retain teachers who reflect the communities they serve - recognising that representation in the classroom still lags far behind where it should be.
Why does this matter now? Persistent absenteeism has doubled since the pandemic. In some parts of the country, nearly 1 in 4 secondary pupils are classed as “severely absent”. Behind the stats is a wider story about mental health, housing instability, youth violence and public trust in institutions.
Starmer’s language in the roundtable was personal and direct. “When kids fall through the gaps, it’s not just a school issue - it’s a whole-community issue,” he said. The government is trying to link its education agenda to its broader mission to tackle inequality and opportunity gaps.
But some have raised concerns about whether the policy goes far enough. There’s little new funding attached, and teacher unions are already warning that any attempt to expand schools’ duties without serious investment will only lead to burnout. Others have said the real solution lies in reversing the long-term erosion of youth services and family support.
Still, the Prime Minister’s message was clear: education is about more than results - it’s about trust, safety and fairness. And he knows that if Labour wants to show it understands the social contract, schools are where that conversation starts.
Model for Collaborative Care – How the Independent Sector Can Responsibly Support the NHS
As of January 2025, England’s waiting list for elective care stands at 7.5 million - more than 13% of the population. At the same time, staffing shortages, rising demand, and resource constraints are pushing the health system to a breaking point. In this context, rethinking the role of independent providers is not a political choice, but a practical necessity.
The NHS–Independent Sector Partnership Agreement, signed in January 2025, aims to formalise collaboration on diagnostics, elective surgery, and community services. Crucially, all care remains NHS-funded and free at the point of use. The partnership is designed to increase capacity and reduce waits, especially for routine surgeries like cataracts, orthopaedics, and endoscopies.
Independent providers currently deliver about 12% of NHS-funded planned care and over 25% of MRI scans (NHS Providers, 2024). Scaling up this contribution could help clear the backlog faster and offer patients more choice. Data from the Independent Healthcare Providers Network (IHPN) shows that 85% of patients using independent sector facilities for NHS care report high satisfaction levels.
Importantly, this model saves money. The National Audit Office (NAO) found that NHS-funded care in independent settings is often 10–15% more cost-efficient due to streamlined processes.
This releases NHS resources for more complex cases and allows trusts to focus on emergency and specialist care.
Safeguards matter. To avoid risks of duplication or inequity, contracts with private providers must include outcome metrics, workforce sustainability clauses, and integration protocols. Independent providers should complement NHS efforts, not compete with them. Successful models, like the diagnostics collaboration in North Central London, show that well-managed partnerships can expand access while upholding NHS values.
Public sentiment supports pragmatic collaboration. A 2023 Ipsos survey found that 72% of people support using private hospitals to treat NHS patients, as long as it reduces waits and remains publicly funded (Ipsos, 2023). As reforms reshape NHS governance post-2025, flexible collaboration must be part of the toolkit. The key lies in trust, transparency, and shared goals. Digital briefings, joint governance boards, and patient co-design can help embed partnerships that work.
The future of healthcare is hybrid - combining public leadership with private innovation, always in service of the patient. As the NHS evolves, it must welcome partners who share its mission: to deliver timely, equitable, and high-quality care for all.
Backing British Business –
Why Purpose and Productivity Go Hand in Hand
With anaemic productivity, slowing growth, and deep-rooted regional inequality, the UK economy in 2025 faces structural challenges that no short-term stimulus can fix. But within these constraints lies an opportunity: to reimagine enterprise not merely as an engine of GDP, but as a platform for national renewal.
Done right, business can do more than drive growth. It can help rebuild the very foundations of public confidence - in work, in place, and in the economy itself.
The Spring Budget 2024 laid early groundwork. A £2 billion Growth Guarantee Scheme from the British Business Bank is set to support 11,000 SMEs over five years. Enhanced capital allowances, allowing full expensing of new machinery and technology, are forecast to lift business investment by £14 billion annually. UK Export Finance has expanded support to over £10 billion, helping British firms compete globally.
The June 2025 Spending Review reinforced this trajectory with a large package for regional growth and industrial renewal. Crucially, the review confirmed multi-year funding for the new Industrial Strategy Council, backed new devolved investment powers for combined authorities, and expanded support for innovation clusters across clean energy, digital, and advanced manufacturing. A £3.5 billion allocation was also earmarked for skills and apprenticeships - with a strong emphasis on local delivery.
Yet growth is more than fiscal levers. It happens in micro ecosystems: in trusted supply chains, re-skilled workforces, and purpose-led business models. Increasingly, UK firms are centring purpose within strategy - investing in apprenticeships, sustainability, and inclusive employment.
A 2024 McKinsey survey found 63% of UK workers prefer employers with a clear social mission. And the Financial Reporting Council’s ESG review noted that purpose-led firms demonstrate stronger employee retention, reputational resilience, and long-term value creation.
Across the country, industries are turning ambition into action. In the North East, insurance brokers are partnering with colleges to build talent pipelines in digital risk. In Birmingham, fintech startups are launching financial inclusion tools for low-income users. In Scotland, green-tech firms are retrofitting plants to run on hydrogen - aligning decarbonisation with job creation.
Creative industries, AI, and life sciences continue to show outsized export growth, while small manufacturers are driving the UK’s net-zero supply chain. These examples outline the potential for enterprise to act not just commercially, but civically.
Policy is beginning to align. The Department for Business and Trade is expanding investment zonesTees Valley, West Midlands, and South Yorkshire among early beneficiaries - while the UK Infrastructure Bank, now the National Wealth Fund, has pledged £4 billion for climate-aligned and regional investment.
The Spending Review also reformed public procurement rules, rewarding SMEs that deliver social value, and backed a “place-first” skills policy to better reflect local labour markets. Apprenticeship levy reform - announced alongside the review - will offer more flexibility for smaller firms and communitybased providers.
To maximise impact, coordination is key. Local authorities, LEPs, business groups, and anchor institutions must co-design regional growth strategies. Success depends not just on public investment, but on shared leadership and embedded accountability.
Backing British business in 2025 means more than tax cuts or deregulation. It means recognising enterprise as a social force - as capable of renewing high streets, restoring trust, and delivering inclusive prosperity.
Done right, business can do more than drive growth. It can help rebuild the very foundations of public confidence - in work, in place, and in the economy itself.
Barclays urges Government to embed employability skills in schools to support young people into work
A new report from Barclays is calling on the Government to make employability skills a core part of the school curriculum to better prepare young people for the world of work.
Published in May 2025, Workforce Ready: Supporting Young People with the Employability Skills that Businesses Need for Growth shines a spotlight on the growing disconnect between what businesses need and how young people are being prepared for employment.
Despite a rapidly changing economy and growing labour shortages, 60% of employers report that school leavers lack the core employability skills needed to thrive at work such as communication, resilience and problem-solving. The report finds that fewer than half of young people say they feel confident in their skills and just 34% feel their school helped them to develop them.
Barclays, which banks over a million UK businesses, draws on over a decade of experience through its flagship LifeSkills programme. LifeSkills has reached millions of young people and is now used in over 94% of UK secondary schools. It provides practical tools and training to help students build essential workready capabilities.
Kirstie Mackey OBE, Managing Director of Citizenship UK & Europe at Barclays, said:
“Businesses are crying out for young people who are not only academically qualified but also resilient, adaptable and confident. Core employability skills are no longer a ‘nice to have,’ they’re essential. LifeSkills has shown us that these abilities can and should be taught, and now is the moment for policy to catch up.”
The Workforce Ready report proposes five key policy changes, including embedding employability skills into the national curriculum, reforming Ofsted’s inspection framework to assess work readiness, and using pupil premium funding to support disadvantaged students with tailored skill-building support.
The report also highlights the particular challenges faced by disadvantaged young people, who often lack the confidence, support, and extracurricular opportunities to develop these vital skills. Without intervention, they risk being left further behind.
Rt Hon Justine Greening, Chair of the Purpose Coalition, welcomed the report’s findings and called for cross-sector action:
“Barclays is absolutely right to highlight the importance of employability in education. The life chances of too many young people are still dictated by their postcode. Equipping every student with the skills and confidence to succeed in work is one of the most powerful levers we have to drive social mobility and boost growth across the UK.”
The report comes at a crucial time as the Government reviews its Curriculum and Assessment strategy and Ofsted inspection framework. Barclays’ hope is that its insights will inform and inspire systemic change.
For more information and to read the full report, visit: home.barclays/insights/2025/05/work-ready-supportingyoung-people-report/
“Barclays is absolutely right to highlight the importance of employability in education. The life chances of too many young people are still dictated by their postcode. Equipping every student with the skills and confidence to succeed in work is one of the most powerful levers we have to drive social mobility and boost growth across the UK.”
Purposeful Procurement and Partnerships –Building Resilience and Delivering Value
Partnership between government and the private sector, and purposeful outsourcing, are back at the heart of political and operational debate in the UK. With public finances under pressure and service demands rising, the focus is turning to how these models can deliver trust, value, and social impact.
The public services outsourcing industry contributes around £120 billion to GDP and supports 1.2 million jobs.
Government procurement now exceeds £400 billion annually, representing a third of all public spending. This purchasing power is no longer viewed simply as a route to efficiency. Under the new 2025 National Procurement Policy Statement, it’s seen as a strategic lever to drive national priorities - like net zero, economic growth, and public service innovation.
Procurement reform is reinforced by the Procurement Act 2023, which took full effect in 2025. It replaces outdated EU rules with a simpler, more transparent regime. Public bodies are now required to prioritise value for money, public benefit, and fair treatment of suppliers - with clearer obligations to assess performance and ensure contracts deliver on their promises.
Social value remains central. Following PPN 06/20, central government contracts must include at least a 10% weighting on social value. Leading providers regularly exceed this - embedding commitments to local employment, SME participation, carbon reduction, and community engagement.
This shift is not just bureaucratic. The public services outsourcing industry contributes around £120 billion to GDP and supports 1.2 million jobs. Contracts increasingly include provisions for skills development, apprenticeships, and inclusive employment, helping government spending deliver local opportunity as well as essential services.
Positive examples are emerging. At the 2025 British Ex-Forces in Business Awards, Serco UK was shortlisted in four categories, including Employer of the Year and D&I Initiative of the Year. The company’s veteran employment programme, inclusive leadership training, and support for reservists showcase how private firms can build social purpose into core delivery - particularly in defence and public safety sectors.
This reflects a broader shift: successful contractors are now those that earn trust through transparency, shared values, and community benefit, not just scale or efficiency.
The renewed procurement regime offers a platform for more transparent, inclusive, and socially purposeful delivery. The tools now exist: simplified legislation, stronger contract management, and clearer national priorities.
But success depends on culture as much as compliance, especially in highly challenging sectors. At its best, partnership between government and the private sector is collaboration, not transaction - where profit follows performance, service users help shape delivery, and every pound of public money creates measurable public value.
In a fiscally constrained, high-demand environment, outsourcing must not be about cost-cutting but co-creating better outcomes. If structured with intent, purposeful outsourcing can be central to 21st-century public service - delivering not just frontline strength, but public confidence, local growth, and long-term resilience.
The Workforce of the Future: How Purpose Lab Is Bridging the Gap Between Businesses and the Next Generation
Over the past decade, the workplace has undergone a remarkable transformation. Driven by rapid advancements in technology, the rise of AI, and the global disruption caused by the COVID-19 pandemic, the very nature of how and where we work has changed.
Virtual meetings, once a novelty, have become the norm. Remote and hybrid working models have emerged as viable, and often preferred, alternatives to traditional office-based roles. Alongside these changes, there has been a significant cultural shift, with a much stronger emphasis on work-life balance and employee wellbeing.
Even for professionals who entered the workforce relatively recently, keeping pace with these shifts can be challenging. The digital landscape evolves quickly, and tools and practices that are second nature to those who have grown up in the digital age may feel unfamiliar or even overwhelming to others.
At the same time, young people entering the workplace for the first time are bringing with them new expectations. They are not only fluent in digital communication but also highly attuned to workplace values. Flexible working arrangements, especially the option to work from home, are often considered essential rather than optional. They seek environments that align with their personal goals and lifestyles, and they expect their employers to support their wellbeing and autonomy.
For businesses, these changes present both a challenge and an opportunity. To remain competitive and attract top talent, they must adapt to evolving expectations while also supporting their existing workforce through the transition. Those who succeed will be the ones who embrace change, foster inclusivity, and build workplaces that are not only efficient but also empathetic, forwardthinking and successful.
At Purpose Lab, we believe in the power of fresh thinking. With hundreds of university students within our network, we’re uniquely positioned to help businesses across the UK tap into the insight, creativity, and lived experience of the next generation- the talent that businesses will need to ensure their success and growth in the years ahead.
Today’s companies face a wide range of complex challenges—from understanding how their brand is perceived by younger audiences, to developing strategies that attract and retain talent from underrepresented groups and embedding digital innovation more deeply within their organisations. These are not issues that can be solved by traditional approaches alone.
That’s where our students come in.
I have a lot more confidence to talk about my disability now. It felt great to hear how companies support people who are similar to me.
Purpose Lab connects businesses such as Enterprise Mobility, E.on, TP and Southeastern Railway with bright, motivated university and college students who bring a fresh perspective to these key questions. As digital natives, they understand the latest trends in technology and communication, while their position within a generation that values inclusivity and authenticity means that they are well-placed to offer meaningful insights into how brands can build stronger, more diverse workplace cultures.
By engaging with our student network, companies not only gain innovative ideas but also build valuable connections with the future workforce- one that’s ready to challenge assumptions and drive positive change.
In a rapidly evolving business landscape, staying relevant means listening to new voices. At Purpose Lab, we’re proud to be the bridge between those voices and the organisations ready to hear them.
To find out more- from a business, university or college point of view- please contact karen@thisisipurpose.com
This programme influenced my worldview immensely. I have always seen inequality (economic, social, legal) as a significant threat to society. However, I never knew how to address this issue from my perspective, as I was just a simple student. Since I joined Purpose Lab, I feel I have more impact.
PARTY CONFERENCES 2025. WILL YOUR ORGANISATION BE THERE?
The Labour and Conservative Party Conferences are the premier political gatherings in the UK—drawing ministers, MPs, policymakers, media, think tanks, activists and influential stakeholders from across the public and private sectors.
Held over two weeks in September/October in Liverpool and Manchester, if your business wants to shape conversations, influence decision-makers, and raise its profile at the heart of political dialogue, there is no better stage. Attended by senior leadership from organisations across the UK, Party Conferences also provide the opportunity to expand networks and relationships in an informal and enjoyable way. This year’s Conferences will be key – the Labour government will be looking for innovative ideas and solutions that don’t drain the country’s finances, and the Conservatives have just launched their policy renewal programme – there has never been a better time for businesses to be making their case and contributing their ideas in the national interest.
Why Engagement Matters
Policy isn’t made in a vacuum - it’s informed by relationships, real-world insights, and timely conversations. By hosting or co-curating an event at one of the 2025 Party Conferences, your organisation can:
• Get in front of key MPs and decision-makers who shape legislation directly affecting your sector.
• Drive awareness of your brand, mission, and policy priorities among the audiences that matter most.
• Position yourself as a thought leader by contributing meaningfully to policy debate and public discourse.
• Influence the post-election policy landscape at a critical juncture for UK business, innovation, and growth.
Why Partner With Us
Our Conference team are experts in planning and delivering high-impact, issue-driven fringe events that bring together business leaders, policymakers, and media in dynamic, influential settings. When you partner with us, you gain:
• A bespoke event tailored to your objectives, audience, and sector.
• Strategic insight and political access to ensure your event attracts the right speakers and attendees.
• Full event management, from logistics to communications, allowing your team to focus on engaging—not organising.
• Two passes for the Secure Zone for the full week of Conference.
• Photographic and videographic support.
• A trusted partner with proven experience in delivering results at Party Conferences.
Whether you’re looking to address sustainability, skills, regulation, innovation, or public services, we can help you create a platform where your message is heard by those who can act on it.
Let’s Make an Impact Together
Space is filling up for both the Labour and Conservative Conferences in 2025 and we are delighted to be working with organisations as diverse as the RNIB, Chartered Institute for Export & International Trade, Young Enterprise, Liverpool John Moores University, Leonardo and The Wise Group amongst others. Once again this year we have secured our own, exclusive use space within the secure zones at both Labour and Conservative Conferences. Now is the time to secure your place on the agenda, build relationships with policy makers and business and third sector leaders and ensure your voice helps shape the future.
Contact us today to discuss how we can bring your priorities to life on the national stage. Liam@thisispurpose.com
c2c Commits to Social Mobility and Community Transformation across East London and South Essex: Report
A landmark impact report, ‘Breaking Down Barriers,’ launched by award-winning train operator Trenitalia c2c and The Purpose Coalition, highlights the steps already being taken to drive social mobility across the East London and South Essex rail route, helping to break down barriers to opportunity and transform communities.
The Breaking Down Barriers Impact Report is 12 months in the making, and benchmarks c2c’s progress and activities against the ‘Purpose Goals’a framework of social impact developed by the Purpose Coalition - and outlines how the rail operator is delivering social value far beyond its core transport services, from Shoeburyness to Fenchurch Street.
From enhancing digital accessibility and boosting health and wellbeing to supporting employment pathways and regional growth, the report illustrates how c2c is embedding purpose into every level of its operation.
The Rt Hon Justine Greening, Chair of the Purpose Coalition and former Secretary of State for Education and Transport, speaking at the event, said: “Rail is not just a mode of transport; it is a lifeline for industry, trade and opportunity.
“c2c’s network commitment to achieving Net Zero, reducing carbon emissions and investing in modern rail solutions makes it a leader in delivering a sustainable transport future.”
Justine Greening added:
“This report illustrates how c2c is breaking down barriers to opportunity, using its unique experience, expertise and partnerships to deliver positive impact for its passengers, colleagues and the communities it serves.
“As a truly purpose-led organisation, c2c is lifting up communities and laying the foundation for lasting change.”
Rob Mullen, Managing Director at c2c, reflected on the railway’s wider role:
“I’ve worked on the railway for over twenty years and seen first-hand how it transforms lives. At c2c, we believe our role goes far beyond transport, it’s about creating access to education, employment, and healthcare, and being a good local employer that reflects the communities we serve.
“This report with the Purpose Coalition is both a celebration of our work and a challenge to go even further. We are committed to working collaboratively, sharing innovation, skills and experience to drive social value and shape a better, more inclusive future.”
Nick Forbes CBE, Chair of the Breaking Down Barriers Commission, said:
“Rail is about people, places and prosperity and the c2c network is a lifeline for commuters, businesses, and students alike. This report shows how investment in infrastructure, accessibility and local partnerships is shaping a better-connected and more resilient future.
“From early morning commuters to young people travelling to school, c2c’s work is essential in unlocking potential and supporting social mobility.”
The launch at the House of Commons was attended by c2c colleagues from across the business, local stakeholders and representatives across the route, including David Burton-Sampson MP for Southend West and Leigh, who also spoke and lent his support to the report’s findings.
The Breaking Down Barriers Impact Report sets out five recommendations to expand impact, including deepening community partnerships, increasing digital support, and launching a “Rail Futures” employment programme to target underrepresented groups.
As the rail sector prepares for the arrival of Great British Railways and continued reform, c2c’s leadership shows how purpose and performance can go hand-in-hand in building a fairer, greener, and more connected Britain for all.
Leading with purpose to make net zero both a climate and social success
At E.ON’s recent Sustainability Summit in Malmö, leaders from across Europe came together to explore a vital question: how can the energy transition be both green and fair?
I had the privilege of keynoting this summit and engaging with E.ON teams from across the continent. What stood out was the collective belief that climate action must be inclusive, designed not only to reach net zero – but to lift communities along the way.
The clean energy transition is not just about technology; it’s about people. We must ensure no community is left behind as we advance toward a sustainable future.
My own journey from a council estate in Rotherham to the Cabinet table reminds me daily that talent is everywhere, but opportunity isn’t. The green economy offers a once-in-a-generation chance to change that, creating thousands of jobs and new paths for people from all backgrounds.
Throughout the summit, we discussed ways to make this vision a reality: balancing affordability with innovation, designing energy systems that are user-friendly and equitable and investing in skills and infrastructure that support long-term transformation. We explored solutions like social tariffs, community-owned renewables, and digital inclusion initiatives each grounded in the idea that sustainability and social mobility are deeply linked.
The most powerful insight? When people see real benefits, warmer homes, fairer bills, better jobs, they become active supporters of change. That’s why inclusion isn’t a ‘nice to have,’ it’s a catalyst for faster, broader climate progress.
E.ON is already showing leadership. From investing in green skills to piloting innovative tariffs and building local partnerships. This cross-border collaboration was inspiring proof that a fair energy transition is both possible and already underway.
When people see real benefits, warmer homes, fairer bills, better jobs, they become active supporters of change.
Ultimately, achieving net zero is not just an engineering challenge; it’s a societal one. We need long-term, joinedup thinking and business must play a central role. By leading with purpose, we can make the energy transition not only a climate success, but a social one too.
Rt
Hon Justine Greening – Chair, The Purpose Coalition
Keri Gilder, CEO of Colt Technology Services, is a trailblazer in the telecoms industry and a vocal advocate for using technology to promote social good. As the first female CEO of a UK telecoms firm, she champions connectivity and digital inclusion, positioning Colt’s extensive global fibre network as a tool to connect people and businesses worldwide.
In a recent episode of the Leading with Purpose podcast with Rt Hon Justine Greening, Gilder discussed how AI is reshaping the future of work. She highlighted the potential of AI to boost productivity and create new jobs, if accompanied by investment in digital skills and inclusion. With technological change accelerating, she urged companies and governments to help workers adapt, rather than fear displacement.
Gilder underscored that digital skills are essential across all age groups. Younger generations may be immersed in AI, but many older workers feel left behind. This gap, if ignored, could cost the UK over £27 billion by 2030. For AI to drive real progress, all workers need training and access to the tools of the digital age.
Gender imbalance in AI also emerged as a key theme. With only 29% of AI-skilled workers being women, Gilder called for more women in tech to combat algorithmic bias and build inclusive technology. Since AI learns from existing data—which often underrepresents women— closing this gap is vital. Encouraging girls into STEM, supporting women’s careers, and diversifying the AI workforce are essential strategies.
Beyond gender, Gilder promotes broader digital inclusion. Colt’s sole global charitable focus is digital access, supporting communities such as older adults through partnerships with organisations like Age UK. By sponsoring initiatives like virtual concerts, Colt helps combat isolation and ensure more people are connected and confident in a digital world.
Gilder extends her advocacy through leadership roles as Chair of the TM Forum’s Diversity & Inclusion Council and President of the Global Telecom Women’s Network. She argues that inclusion must be embedded in how AI systems are designed and who gets to build them.
Her policy engagement reflects this ethos. In March 2025, Colt and EY published a white paper co-authored by Gilder proposing four key actions for the UK to become an AI leader: pro-innovation regulation, crosssector coordination, strong national leadership, and flexible funding. Without swift action, the UK risks falling behind in the global AI race.
Colt’s infrastructure is central to this vision. With its global network connecting over 1,100 data centres, it provides the backbone for modern AI systems. Gilder views this not just as technical capability but as a societal responsibility—to ensure all communities benefit from digital transformation.
In closing, Gilder’s perspective bridges commercial innovation and social impact. She argues that AI should serve people, not the other way around. By investing in inclusive infrastructure, policy, and skills, the UK can guide AI development toward a more equitable future— where digital growth uplifts everyone.
You can listen to the full podcast here: https://www.purpose-coalition.org/podcast/ keri-gilder-ceo-of-colt-technology-services-onhow-ai-will-shape-the-future-of-work
Open Access Rail: A Vital Part of UK Rail Reform
In the ongoing reform of Britain’s railways – with more lines moving into public ownership – one success story should not be overlooked: open access operators like Lumo and Hull Trains.
These privately-run, non-subsidized services have delivered lower fares, improved service, and economic and environmental benefits. Their achievements show that competition and innovation can thrive alongside public rail provision, benefiting passengers and communities.
Lumo’s entry in 2021 on the London–Edinburgh route dramatically lowered fares. Its tickets average around £40 – far below the incumbent operator’s prices – and over 2.5 million passengers have already chosen Lumo in its first two years. This extra choice has pushed all operators to improve. Hull Trains, for example, tops passenger satisfaction surveys with a 96% approval rating – reflecting its comfortable, reliable service. Open access competition delivers a better deal for rail customers.
Hull Trains offers a clear example of local benefits. Before it launched in 2000, Hull had only one daily train to London; now there are seven. Analysts estimate Hull Trains’ service has generated £185–£380 million in regional economic benefits since 2000, through quicker journeys, fare savings, and new opportunities. The operator’s local base also creates jobs – roughly £35–£70 million in wages paid to its workforce in Hull. Open access companies invest in new trains and innovation without taxpayer funding, which further boosts the economy. A £500 million order for new Lumo and Hull Trains rolling stock is safeguarding
hundreds of manufacturing jobs at Hitachi’s County Durham factory. All these gains come at no cost or risk to the public purse.
Open access services are also helping drive progress toward environmental goals. By luring travellers off higher-carbon modes like cars and planes, these rail operators cut emissions. Lumo’s 100% electric trains allow a single passenger to make 22 London–Edinburgh trips for the same carbon footprint as one flight. Likewise, Hull Trains’ expanded schedule has drawn many drivers off the roads, reducing congestion and pollution in its region. In these ways, open access bolsters the UK’s Net Zero mission – showing that greener travel can go hand-in-hand with rail innovation.
There is growing public and political support for the open access model. Advocacy efforts have brought policymakers on board: MPs have toured Lumo and Hull Trains facilities to witness their success firsthand, and briefing papers plus case studies highlighting the benefits of open access are being shared with decision-makers. Polling indicates that voters appreciate the lower fares and improved connectivity these services provide. Cross-party consensus is emerging that open access operators should remain part of Britain’s rail future. Once-niche operators are now recognised as a vital component of a modern, customer-focused railway.
As rail reforms advance, it is crucial not to lose the benefits that open access brings. Lumo and Hull Trains have shown that entrepreneurial, community-focused rail services can flourish alongside publicly-run lines. Railway stakeholders – from government to industry leaders – should ensure open access operators are not just preserved but empowered to grow. Keeping this model on track will mean a more competitive, affordable, and sustainable railway for the UK.
New report reveals profound economic impacts of defence spending on UK prosperity
For the first time, defence experts at the Royal United Services Institute (RUSI) have released a report on the profound impacts of defence spending on UK prosperity, analysing previously unconsidered aspects of its contribution to the economy, through innovation, infrastructure, employment and social mobility.
While in the past ‘defence economies’ have been studied as a distinct subset of the wider economy, this is thought to be the first time that defence has been analysed as an integral part of the wider economy.
Global security company Leonardo was amongst the first defence organisations to collaborate with RUSI for the report, hosting its launch recently to assembled MPs at Westminster. Report authors Professor Trevor Taylor, Director of the Defence, Industries & Society Programme and Professorial Fellow in Defence Management at RUSI and Dr Linus Terhorst, Research Analyst at the Defence, Industries & Society Programme, RUSI unveiled a striking picture of the reach and scale of the economic impacts of defence.
Highlights included:
• Salaries in the defence sector are higher than the UK average. This encourages growth in the local and national economy, since higher salaries mean higher disposable incomes and more significant multiplier effects, in terms of supporting a wide array of local and national businesses.
• The defence industry drives greater social mobility, since it brings inclusive and well remunerated long-term employment opportunities to a broader and more even geographical spread of regions, bringing opportunities that wouldn’t exist otherwise.
• Defence firms employ a high number of people with STEM (science, technology, engineering, maths) skills, contributing to the national science and engineering skills base which keeps the country at the forefront of global innovation.
• There is evidence to suggest that there is a strong correlation between defence research and innovation and more widespread technological advances within wider society, since there is a technological spillover of innovation into the civil market.
• The defence industry supports a strong UK manufacturing infrastructure. Defence maintains a strong and agile supply chain that is able to respond to urgent requirements.
• Willingness to invest in new technology with a more distant return than is typical in the commercial civil market.
The report uncovered specific data to support the assertions made. For example, it included reference to a 2024 study of the economic impact of Leonardo in the UK by Oxford Economics, which showed average wages at Leonardo Yeovil of £51,000, as compared with the overall local average of £32,000, and that every Leonardo job and Leonardo supported job in its supply chain generated about 1/3 of a job through employees’ spending. Similar salaries and multiplier effect ratios were researched for the Edinburgh electronics business and other smaller Leonardo UK sites. More than 10% of Leonardo employees in Luton and Edinburgh are graduate trainees, apprentices or placement students, reflecting the company’s investment in early careers, thereby increasing social mobility in the areas surrounding the company’s eight sites spread across the UK.
In relation to supporting a robust supply chain, two thirds of Leonardo’s 2,100 UK suppliers were small and medium-sized enterprises (SMEs), and more than a quarter (28%) of all Leonardo supply chain spending was spent directly with these SMEs.
Clive Higgins, Chair and CEO of Leonardo in the UK said: “The latest Office for National Statistics figures show NEET rates in the UK remain high at 12.2%, with 872,000 16 to 24-year-olds now out of work, education or training. Growth for the UK means connecting these young people with real opportunities. We operate in a highly competitive environment, so by the very nature of the industry, defence firms have high productivity, pay well and generate knowledge and skills to keep up with the incredibly rapid pace of innovation. Added to that is a willingness to commit to new experimental technology with a more distant return than you would see in a typical commercial market. Those calculated risks are key differentiators in distinguishing UK technology, skills and research, keeping us at the forefront of global technology. The government’s recent consultation paper on National Industrial Strategy identified the defence sector as a key sector for growth, and this new report provides the evidence that we are a growth generator. “
Travelodge Leads the Way in Social Mobility with Purpose-Driven Progress
In an era where equity and inclusion have become critical measures of corporate responsibility, Travelodge has emerged as a beacon of social mobility in the UK hospitality sector. Two years after launching its first Impact Report, the company’s 2025 update, produced in collaboration with The Purpose Coalition, highlights impressive progress in dismantling barriers to opportunity.
Since 2023, Travelodge has integrated social mobility into the core of its operational and strategic framework. At the heart of this strategy lies the Aspire programme, a flagship career development initiative that supported over 1,000 colleagues in 2024 alone. Aspire is more than just training; it’s a structured pathway from entry-level roles to leadership, equipping individuals with technical and behavioural competencies that lead to recognised qualifications. Its effectiveness is evident—66% of hotel management roles and 40% of head office roles were filled internally in 2024.
Travelodge’s recruitment practices stand out in the sector. The company has removed degree requirements for key roles and refined job descriptions to prioritise potential over pedigree. Partnerships with organisations like Employment 4 All and a structured six-tier recruitment system ensure transparent, equitable access to employment opportunities. Additionally, the introduction of part-time hotel manager roles has opened pathways for parents, carers, and individuals with varying availability.
A pilot programme in Liverpool, conducted in partnership with Care Leavers into Careers (CLIC), demonstrated the tangible impact of targeted community initiatives. Participants—care-experienced young people—gained interview experience, job readiness skills, and mentorship from Travelodge employees, reinforcing the company’s role as a catalyst for societal change.
Beyond recruitment and training, Travelodge has launched holistic wellbeing programmes, recognising that emotional, physical, and financial health are foundational to professional growth. Initiatives like “Better Me” and “Limitless” promote employee wellbeing, with demonstrable outcomes including improved engagement scores and reduced attrition.
Financial wellbeing has also been addressed through “Earn More” schemes, enabling hourly paid staff to boost their income based on performance and guest engagement. In 2024, over 6,400 employees earned performance-based bonuses, up from 2,644 in 2022, highlighting the positive link between empowerment and retention.
Travelodge has not limited its ambition to internal transformation. As a founding contributor to the Purpose Coalition’s Social Scopes framework, the company is helping shape a new standard for measuring socioeconomic impact in business. This includes tracking internal diversity (Scope 1), supply chain engagement (Scope 2), and community outreach (Scope 3).
With Hannah Thomson, Travelodge’s Chief People Officer, playing a central role in the Purpose Coalition’s Leadership Advisory Council, the company is not just complying with social mobility goals—it is actively shaping them.
The company is not just complying with social mobility goals—it is actively shaping them.
Travelodge’s 2025 report affirms its position as a leader in the pursuit of inclusive growth. Through data-driven insights, people-centred policies, and collaborative initiatives, the company is not only improving lives but setting a standard for responsible business in the UK.
UK Power Networks and The Purpose Coalition Launch ‘Breaking Down Barriers’ Impact Report
New report highlights progress in tackling barriers to opportunity, advancing social equity, and ensuring a fair, inclusive energy transition.
UK Power Networks, in partnership with The Purpose Coalition, announced the launch of the “Breaking Down Barriers” Impact Report. The report aims to tackle barriers to opportunity and advance social equity across the communities UK Power Networks serves. It showcases the company’s progress since launching its 2022 Empowering Communities Action Plan, highlighting how UK Power Networks has delivered on commitments to create opportunities and support a fair energy transition.
The Breaking Down Barriers Impact Report details a range of achievements and initiatives, including:
• Award-Winning Apprenticeships: An apprenticeship programme that earned three national apprenticeship awards by 2024 and recruited 57 new apprentices in 2025 – creating pathways for young people and career-changers into skilled energy jobs.
• STEM Outreach: Expanded STEM education outreach, engaging over 8,750 students since 2022 through initiatives such as Powerful Future career events and “Circuit Street” workshops. These programmes focus on inspiring underrepresented young people to pursue careers in the energy sector.
• Diversity & Inclusion: UK Power Networks was named the #1 Inclusive Top 50 UK Employer, and its 2024 apprentice intake was the most diverse in the company’s history – reflecting a culture committed to equal opportunity.
• Vulnerable Customer Support: Measures to better support vulnerable customers, including a secure data platform using AI to identify those in need, and the Warm Welcome initiative which backed over 1,000 Warm Spaces.
• Leading the Energy Transition: Flagship initiatives like Flexibility First and the Green Recovery Fund are driving low-carbon innovation while ensuring no community is left behind. UK Power Networks also became the UK’s first Distribution System Operator, modernising the grid to support an inclusive, net-zero future.
By aligning its efforts with the Purpose Goals and working closely with partners, UK Power Networks is helping ensure the energy transition is fair and inclusive.
Basil Scarsella, CEO of UK Power Networks, said:
“This report showcases how our company is committed to breaking down barriers in the communities we serve. We remain focused on not only powering the South East England, the East of England and London but empowering its people.”
Rt Hon Justine Greening, Chair of The Purpose Coalition and former Education Secretary, said:
“Through our work with UK Power Networks I’ve seen how it embodies a purpose-led business. It is opening doors to people from all backgrounds, helping them find their place in the energy transition.”
Developed in collaboration with The Purpose Coalition and guided by the Coalition’s Purpose Goals framework, the Breaking Down Barriers report underscores UK Power Networks’ commitment to purpose-driven business. By aligning its efforts with the Purpose Goals and working closely with partners, UK Power Networks is helping ensure the energy transition is fair and inclusive. The company’s approach demonstrates how an energy business can deliver not only power, but also empowerment – fostering social equity and a greener, more inclusive future for all.
Over 9 Million Brits Are Blind to Their Spending:
In a time where economic uncertainty is a daily headline, a recent study by Aldermore Bank uncovers a startling reality: over 9 million UK adults are in the dark about their spending habits. This growing financial blindness is fuelling a wave of anxiety, especially among younger generations, and paints a sobering picture of how hidden expenses and emotional spending are impacting the nation’s financial well-being.
Aldermore’s research reveals that one in six UK adults admit they don’t fully understand where their money goes each month. The impact is particularly acute among younger people: nearly a third of those aged 18-34 feel “out of control” of their finances. This disconnection from personal budgets isn’t just a logistical problem—it’s an emotional one. Around 43% of respondents report that money causes them significant anxiety, and 37% say they feel overwhelmed just thinking about their spending.
These aren’t just isolated cases. The research suggests that financial anxiety is becoming a widespread mental health issue, exacerbated by the lingering effects of the cost-of-living crisis and unpredictable inflation. Many people are left juggling essential expenses while still being hit with unplanned costs.
Part of the issue lies in “invisible” spending—those smaller, often recurring costs that fly under the radar. Subscriptions, impulse purchases, delivery fees, and even daily coffees can quickly add up. Over 60% of those surveyed admitted to underestimating how much they spend on non-essential items, highlighting the role of hidden expenses in sabotaging financial stability.
The psychological effects of this kind of spending are also significant. Emotional spending—a response to stress, sadness, or even boredom—is increasingly common, with 40% of adults admitting they spend more when they feel anxious or low.
This creates a vicious cycle: spending leads to anxiety, which in turn triggers more spending.
So, what’s the solution? According to Aldermore’s experts, awareness is the first step. Consumers need better tools to understand where their money goes. This means using budgeting apps, reviewing bank statements regularly, and setting spending limits. Crucially, financial education must become more accessible, especially for younger people who are disproportionately affected.
Banks and financial institutions can also play a bigger role by providing tools and insights that promote better money management. Proactive notifications about spending trends, personalized advice, and savings goals can help shift the conversation from fear to empowerment.
The Aldermore study serves as a wake-up call: millions of people are not just mismanaging their money—they’re suffering because of it. As financial pressure mounts, the need for greater transparency, education, and support has never been more urgent.
By taking control of spending habits and addressing the emotional side of money, UK adults can begin to replace anxiety with confidence. The road to financial clarity may be long, but it starts with a single, honest look at where the money is really going.
Equiniti’s Commitment to Inclusive Financial Services
In a recent episode of the Leading with Purpose podcast, Adam Green, Chief Risk Officer at Equiniti, delved into the company’s initiatives aimed at enhancing financial inclusion and social mobility.
The discussion coincided with the launch of Equiniti’s “Breaking Down Barriers” Impact Report in Parliament, underscoring the firm’s commitment to fostering a more inclusive financial ecosystem.
Equiniti operates providing essential services such as share registration and pension administration to over 20 million individuals in the UK and a similar number in the US. Green highlighted that while many may not directly recognise Equiniti, its services are integral to the financial operations of numerous organisations and individuals.
A significant focus of Equiniti’s strategy is digital transformation. By digitising processes like share certificates and shareholder voting, the company aims to make financial services more accessible and user-friendly. This shift not only enhances efficiency but also empowers shareholders by giving them a more active role in corporate governance. Green emphasised the importance of balancing technological advancements with the needs of vulnerable customers, ensuring that digital solutions do not inadvertently exclude any demographic.
Green emphasised the importance of balancing technological advancements with the needs of vulnerable customers, ensuring that digital solutions do not inadvertently exclude any demographic.
The joint Impact Report showcases Equiniti’s efforts to support communities, improve financial literacy, and provide accessible savings solutions.
Internally, Equiniti is dedicated to employee development and wellbeing. The company leverages apprenticeship programmes and fosters a culture of curiosity to equip employees with the skills needed in the evolving financial landscape. Green noted that by investing in its workforce, Equiniti ensures that employees can contribute meaningfully to the company’s mission.
Equiniti’s partnership with The Purpose Coalition underscores its commitment to social responsibility. Through this collaboration, the company has launched initiatives aimed at enhancing financial resilience and promoting equal opportunities. The joint Impact Report showcases Equiniti’s efforts to support communities, improve financial literacy, and provide accessible savings solutions.
Equiniti’s multifaceted approach to financial inclusion—combining digital innovation, employee empowerment, and strategic partnerships— demonstrates its dedication to creating a more equitable financial environment. As Green articulated, by addressing both internal and external challenges, Equiniti is paving the way for a future where financial services are accessible and beneficial to all.
For more insights, listen to the full podcast episode here: https://www.purpose-coalition.org/podcast/ adam-green-of-equiniti-on-their-role-in-drivingfinancial-inclusion
Empowering Students Through Real-World Engagement
The Purpose Lab connects students from universities and colleges with leading businesses, immersing them in projects that tackle real-world challenges such as inclusive growth, ethical AI, and workforce wellbeing. Through these engagements, students develop industry-relevant skills, build meaningful portfolios, and gain the confidence needed to thrive in competitive employment markets. Importantly, these roles are paid, ensuring that students’ contributions are valued and accessible to individuals from diverse socioeconomic backgrounds .
By participating in the Purpose Lab, students broaden their career horizons, gain practical e xperience, and contribute to shaping responsible business strategies. This hands-on approach not only enhances their employability but also instils a sense of purpose and social responsibility that they carry into their future careers.
For employers, the Purpose Lab offers a unique opportunity to align social responsibility with strategic objectives. By engaging directly with diverse young voices, companies can pilot new ideas, gain real-time insights from future consumers and employees, and sharpen their campaigns to better reflect societal needs .
This collaboration enables businesses to stay ahead of emerging trends, foster innovation, and build a workforce that is both diverse and socially conscious. Moreover, by involving students in meaningful projects, companies demonstrate a commitment to social mobility and inclusivity, enhancing their reputation and appeal to socially aware stakeholders.
A notable example of the Purpose Lab’s impact is its collaboration with Teleperformance (TP), a global digital business services company. TP has integrated Purpose Lab Student Ambassadors into two new working groups focused on workplace wellbeing and bridging the generational gap within the workforce.
This initiative not only provided students with a platform to influence real business strategy but also helped TP surface innovative ideas that aligned closely with its global purpose values.
Through this partnership, TP has demonstrated how engaging with the Purpose Lab can lead to tangible benefits, including enhanced employee wellbeing initiatives and improved intergenerational collaboration. By incorporating diverse perspectives into their strategic planning, TP is fostering a more inclusive and dynamic workplace culture.
The Purpose Lab exemplifies how cross-sector collaboration can drive broader social impact. By bringing together students and employers committed to creating positive change, the initiative delivers tangible benefits for participants—from fresh thinking and real-world insight to enhanced skills and future talent. Moreover, it extends opportunities to more people, promoting social mobility and inclusivity across industries .
As organisations continue to recognise the importance of purpose-driven strategies, the Purpose Lab stands out as a model for how businesses can effectively collaborate with educational institutions to foster innovation, develop talent, and contribute to a more equitable society.
Anchor: investing in Wi-Fi to enhance residents’ lives
Anchor, England’s largest not-for profit provider of housing and care for people in later life, has partnered with specialist connectivity provider Wifinity to provide Wi-Fi across the majority of its locations.
The investment in Wi-Fi infrastructure across almost 1,700 housing locations and care homes will enable colleagues to work more efficiently and support the ongoing transformation of how services are delivered.
It also benefits residents in their individual properties, supporting them to use the internet to access public services and banking, keeping in touch with family members and friends, and for entertainment and online shopping. Hundreds of residents are already
connected, with Anchor covering most of the costs of connecting properties.
There is strong evidence pointing to the need for better connectivity, and the challenges for older people in getting online. A report from Age UK in 2023 highlighted how many older people were struggling to access public services because of changes in how to access them. The Centre for Ageing Better notes that “age is still the biggest indicator of who’s digitally excluded”.
In addition to connecting residents through Wifinity, Anchor’s Be Digital service provides digital support to residents who enrol - helping them to get and stay connected and upskill.
Ivan Schooner, who lives at Anchor’s Limetree Court in Doncaster, said, “Getting online has made a big difference in my life. I can now FaceTime my daughter who lives far away, and it’s so much more meaningful to see her face rather than just hear her voice over the phone. This project has had a huge positive impact on our community, and many of us even took a digital skills course to build our confidence, which was made possible by having access to Wi-Fi in our communal lounge.”
Anchor Chief Executive Sarah Jones said: “The connectivity enables Anchor to support colleagues with technology and systems to enhance every aspect of the service that residents receive. It is bringing enormous benefits for residents, whether they are online or not, and helps us address the serious issue of digital poverty. Crucially, along with our adoption of the Plentific platform to manage repairs and planned works and our wider digital and data strategy, it enables more modern, efficient ways of ensuring residents have safe, wellmaintained homes.
“We chose to partner with Wifinity because they could deliver at the scale and pace we required. By providing a corporate network for colleagues and building management systems, and having taken the time to really understand and meet our residents’ needs, Wifinity are driving cost savings by doing more with the same kit, improving the lives of our residents.”
Costas Demetriou, CEO of Wifinity, said, “We are delighted we were selected by Anchor to be a part of their digital transformation. The scale and ambition of this programme is huge and will make such a difference to so many people. As well as the installation, we are supporting residents to be active online and be able to access vital services such as video consultations with health professionals, ordering prescriptions and calls with families.”
NES - A Ten Year Journey
NES Healthcare is a fine example of how a company needs to explore the limits of its comfort zone in order to develop and to prosper.
Until about 10 years ago, NES was a successful organisation working within a well-established but still comparatively niche sector; the provision of managed doctor services for independent sector surgical facilities.
These are private hospitals where doctors work as Resident Doctors (RDs), primarily dealing with patients pre- and post-surgery. Our clients included (and still include) some of the most notable names in the industry, such as Nuffield Health, Spire Healthcare and BMI Hospitals (now Circle Health Group).
In 2015, our Managing Director, Peter Sheppard, challenged the team to achieve a level of diversification that would enable the organisation to break out of the confines of our core business model.
This has resulted in exceptional growth that has been built on our strengths – our reputation for providing high-quality medical services in a reliable and costeffective fashion – but has reached into new sectors and specialties.
The journey has not always been straightforward and our team has had to learn a great deal about service provision outside that with which they were familiar. One such example is the work we are now doing in the NHS. The problem of expensive locums filling the everincreasing gaps in doctor rotas is nothing new, but it was very rare for the NHS to engage with providers such as NES to look at innovative solutions.
Our work with the East Kent University Hospitals NHS Foundation Trust has changed all of that. For the first time a forward-thinking Trust realised the potential that a managed service could offer, and this resulted in a large scale deployment of doctors across multiple specialties, saving them millions of pounds every year in locum fees.
For the first time, NES was able to offer its doctors not only the opportunity to work within NHS hospitals, but to specialise in medicine or trauma and orthopaedics. We also opened up a further new speciality within the independent sector when we won the contract to provide doctors within the Priory Group. As a result of this we have developed a pipeline of psychiatric doctors, which is one of the most in-demand specialties in the UK.
From being a successful business in the provision of surgical doctors 10 years ago, NES has spread its wings into other sectors and specialties, all the while maintaining (and enhancing) its reputation for quality, continuity and excellence.
We now work with over 250 hospitals and clinics up and down the country and employ over 600 full-time doctors, delivering high-quality care to thousands of patients every day. We have a client portfolio that surpasses what we would have considered possible 10 years ago, but we still believe we can do a great deal more.
There is still a huge over-reliance in the NHS on expensive locum cover and we would like to offer more Trusts the opportunity to benefit from our experience and expertise, thereby helping the Government to achieve better outcomes for patients as a result of continuity of care, reduced waiting lists and improved well-being of NHS staff.
More Than Meets the Eye: My Journey with a Hidden Disability
When you look at me I suspect you see someone who has every possibility open to them in life. Loving parents, education, degree, successful career. You might wonder why EDI would matter so much?
While I hope it goes without saying that I care deeply about breaking down unfair barriers and giving everyone a decent chance at life, what you don’t know (and wouldn’t unless I told you) is that I am one of around 10 million people in the UK with a hidden disability.
When people hear the word disability, I think most expect to see visible signs like a wheelchair, or a hearing aid or a guide dog. I know I used to. But for many people those signs don’t exist.
In my case its fibromyalgia, a chronic pain condition that can also cause fatigue and at times brain fog. I’m not exaggerating when I say there are some days I need a sit down mid shower or my muscles burn and hurt so that holding a book to read, using my phone or doing lots of typing on my keyboard is just not possible.
But because it’s invisible, often varies day by day with ‘normal’ days, and the root cause is still not truly understood, people can doubt what we experience as a result of it. One quick look at social media and you can see accusations we are ‘making it up’, ‘lazy’, or ‘using any excuse not to do an honest day’s work’.
It’s about levelling the field so everyone can play, and hopefully thrive.
I am really lucky that I haven’t experienced this directly (although, deep down, I always worry about what people really think) but with increasingly inflamed views being voiced and dividing our communities, I fear that I (and others) will more and more. It will become acceptable again to single out people, rather than accepting and valuing difference.
EDI is a really positive thing. It isn’t about giving one person an unfair advantage over another. It’s about levelling the field so everyone can play, and hopefully thrive.
If schools, universities and business etc didn’t encourage open minds, and understanding that not everyone’s place in this world feels the same, we would not have the different perspectives and rich life experiences needed to create successful organisations, products and services. Which are often successful precisely because they appeal to a wide range of people, from different walks of life.
Personally, EDI is the reason I can still work. At the most basic level, if disability law and reasonable adjustments didn’t exist, there would be days I couldn’t physically do my job.
But there is so much more to it than this. Valuing our differences enhances innovation, can increase empathy, breaks down barriers and strengthens social cohesion. As a society we truly are strongest when we value everyone. Not just the loudest or most visible.
By Victoria Buxton-Helyer – Kent and Medway NHS and Social Care Partnership Trust
The System Shifters: how
The Wise Group is rewriting the rules of
social impact
When it comes to changing lives, the Wise Group doesn’t just ask what works - we ask what needs to work.
In a landscape where public services too often feel transactional and reactive, we’re flipping the model. Not by patching over problems, but by fundamentally redesigning systems to support people and place.
We call it being system shifters - a strategic, relational, and results-driven approach to transformation that focuses on connection, prevention, and long-term value. And it’s working.
At the Wise Group, we believe that struggle and disconnection don’t arise in isolation - they are shaped by systems. So we’re building better ones. We start with people: those who’ve faced trauma, exclusion, or long-standing barriers to opportunity. Then we build the scaffolding around themthrough trust-based mentoring, integrated services, and community partnerships that work in real time, in real places.
Our Relational Mentoring model is at the heart of this shift. It’s not case management. It’s not a hand-off. It’s a consistent, values-led relationship that helps people navigate complexity and rediscover possibility. When someone says, “My mentor helped me feel human again,” we know we’re doing what matters.
But this isn’t just about individuals. It’s about systems. From justice and employment to energy support and family resilience, our work stretches across the UK. We’re co-leading Glasgow’s flagship Flourishing Families pilot. Supporting inclusive growth in North East England. Embedding mentoring in health, housing, and local economic ecosystems. Wherever we go, we’re building trust - and building evidence.
The results speak for themselves:
• 94% of those we mentor make tangible progress in employment, wellbeing, or personal stability
• We generate £3.30 in public value for every £1 invested - through reduced demand on reactive services
• Our mentoring approach reduces reoffending by 41%
• And we see sharp drops in emergency service use, temporary accommodation, and service disengagement
This is not just support - it’s transformation.
What makes us distinctive is our ability to turn deep relationships and local insight into strategic, scalable impact. We’re not only delivering programmes - we’re co-designing the future of public services. Our model is devolved-ready, aligned with national and regional ambitions for prevention, inclusive growth, and resilience. And it’s already delivering results in some of the most complex policy environments in the UK.
Now, we’re looking for partners who want to go further - system leaders ready to move from short-term fixes to sustainable change. Together, we can embed mentoring into early help, align with Just Transition and family support agendas, and show what’s possible when services put people first.
The Wise Group isn’t here to manage demand. We’re here to reimagine the system.
We are system shifters. And we believe it’s time the system changed for good.
Driving positive outcomes as Enterprise Mobility meets Purpose Lab students
Jobs for life. Colourful cars on campus. Connecting with cheerleaders.
These were just some of the topics covered when students from the Purpose Lab Ambassador programme got together with one of the world’s largest transport providers – and one of the UK’s biggest graduate recruiters - to learn how Enterprise Mobility attracts and retains top talent and share their views on how the business might further connect with students.
With an annual revenue of over $38bn, 90,000 global team members in 90 countries and 9,500 global rental branches, Enterprise Mobility is well placed to offer opportunity. But there is work to do in communicating this potential to students.
The session, led by Clare Beynon, Talent Acquisition Marketing Manager, and Louise Taylor, Talent Acquisition Marketing Specialist for the Northeast, examined how Enterprise Mobility breaks down barriers – some real, some perceived – at universities across the country. The conversation began by dispelling the myth that Enterprise Mobility is ‘just’ a car rental company. Of course it has rental businesses in towns, cities, stations and airports across the world, offering anything from a three-door hatchback to a Lamborghini. But it also has contracts with major insurance companies to provide vehicles in the case of accidents, offers short- and longterm business leasing of vans and lorries, including to supermarkets, and works with the NHS and the police.
In its more than six decades of operation, Enterprise Mobility has grown from a car rental company to a powerhouse provider of wide-ranging mobility solutions. The organisation is keen to share this history with university audiences to attract top talent regardless of background. That’s where the Purpose Lab programme comes in, introducing purpose-led businesses to students who want to learn more about their ethos, while enabling companies to hear directly from students about what is important to them.
Enterprise Mobility ran a double session, indicating participants’ high level of interest in the company. The first session provided background on the business, with a focus on career pathways. Its graduate programme offers placements across the business in areas such as HR, marketing or public affairs. It also offers paid internships, including shorter summer internships for those who can only consider short periods of work experience.
Enterprise Mobility connects with students primarily through its Campus Brand Ambassador Programme, which operates at 60 universities. Ambassadors act as mini recruiters, helping to engage students who might not normally interact with the company - including societies like cheerleading and netball – and fasttracking those who are particularly interested. They also work with university careers teams to deliver employability workshops. Enterprise Mobility is keen to emphasise that lots of degrees are a good fit for successful careers.
The second session gave participants the chance to provide feedback on what they heard. Many participants wanted to explore opportunities for development which include mentoring, networking and leadership programmes. Others suggested ideas for higher brand recognition on campus, including those colourful cars. Additional topics in the second session included adjustments for those with disability or neurodivergent issues, or those with family and caring responsibilities who were interested in flexible working and part-time work.
Ambassadors act as mini recruiters, helping to engage students who might not normally interact with the company
Finally, some were interested in becoming Campus Brand Ambassadors at their own universities.
After two constructive sessions, our student ambassadors learned a lot about Enterprise Mobility and what a future career might look like, while Enterprise Mobility benefitted from the real-world experiences and perspectives of participants. It was a fantastic example of how partnership drives positive outcomes.
Breaking down Barriers in the local community
Being a key part of the local community is really important to all colleagues at PGL Beyond and ensuring our purpose of enriching young lives goes beyond those who visit our centres.
At each of our centres and support centres colleagues choose through our Reachout Fundraising programme local charities to partner with, who are making a difference to children and young people in the local community.
At Boreatton Park in Shropshire the team have created great links with Hope House Hospice. To understand how they could best support the charity, they visited the team and discussed what help and support they need. They really hit the ground running volunteering to marshal a recent charity walk and members of the team also abseiled down Anglesey Tower on 17 May in aid of the Hospice. Fundraising currently stands at just under £600 and donations are still coming in.
This year’s event held at the beginning of May has already raised a huge £5000 and monies are still coming in.
At PGL’s Caythorpe Court centre in Lincolnshire, colleagues there have voted to partner for the second year in a row with Rainbow Stars, a local children’s disability charity. Having built a solid foundation during 2024, the team are in regular contact with the charity to share information and help them in the best way possible. Fundraising stands at £450 delivered through race nights and craft activities with talent shows and treasure hunts in the pipeline.
At the PGL Beyond support office at Discovery House in Blackpool the team have also chosen to renew their partnership with the local food bank for a second year. How local are they to the office? Well they can look out of their window and see them! They have focused efforts on supporting the produce needs and have run successful campaigns which has seen team donate advent calendars, half term food packs and over 100 Easter Eggs this April. Cumulatively they have donated over 80kg of food and the team also regularly volunteer to collect, pick and pack food parcels for those in need across Blackpool and Fylde.
At Windmill Hill in Sussex the team have been supporting the Martha Trust in both volunteering and fundraising. Recently members of the centre went and did a garden makeover to help create a beautiful outside space, whilst a race night generated £261 much needed funds.
PGL’s Osmington Bay team have been supporting the Teenage Cancer Trust, the only charity dedicated to supporting young people with cancer. The centre’s annual Charity auction is the highlight of their fundraising. This year’s event held at the beginning of May has already raised a huge £5000 and monies are still coming in.
We are hugely proud of the efforts of all our team members in going beyond for their local charities and ensuring we can bring real community purpose.
The Vincent Rooms, the trio of restaurants serving up star talent in hospitality
Capital City College’s Vincent Rooms might seem like the star attraction of our culinary school. But for our students, this Grade II listed building is their classroom.
Our rich heritage began with a small institute. In the late 1890s, the Westminster Technical Institute was established, and offered courses in engineering, construction, and cabinet making.
But as top hotels like the Ritz and the Goring became culinary hallmarks for London society, these establishments also had a problem—they needed more skilled chefs and hospitality staff.
To meet this demand, Baronness Burdett-Coutts, along with hospitality legends Auguste Escoffier, Cesar Ritz, and Isadore Salmon, created a school for professional cookery. In 1910, the Cookery Technical Day School was launched. The goal of the school was to inspire and train students in culinary arts and hospitality, by teaching them first-hand in a restaurant.
In the 1930s, the school expanded to add new kitchens, cold rooms, and pastry areas. The school’s growing reputation was enhanced by the addition of a two-year course for hotel managers. By the 1950s, the restaurant expanded, and the Escoffier Room opened, named after founding chef Auguste Escoffier.
Today, this is known as The Vincent Rooms, a trio of restaurants set in the heart of Westminster, where students learn key hospitality skills while serving the public. Comprised of the Escoffier, the Brasserie, and the Café, these are the training restaurants for the college’s school of hospitality and culinary arts, and are staffed by students who prepare and serving meals to the public.
Our notable alumni include celebrity chefs Jamie Oliver, Ainsley Harriott, Anthony Worrall Thompson, Andy Wong, and Ben Murphy. Many of our students go on to participate and win national culinary competitions like Great British Menu, such as Mark Froydenlund (2015 and 2016 participant), Selin Kiazim (2017 winner), and MasterChef the Professionals: Alex Webb (2020 winner), Nikita Pathakji (2022 winner) and Tom Hamblet (2023 winner).
The one thing that hasn’t changed since our creation is our focus on educating the next generation of talent in hospitality. Each time a guest visits The Vincent Rooms, they will be greeted and served meals prepared by our students. We believe that this first-hand training is what makes us special for today’s young people, and the wider community.
As the biggest further education provider in London, a significant part of our student body are from disadvantaged areas. Our learners come to us for a range of vocational, technical and BTEC courses, and we’re proud to teach them, whether it’s learning railway engineering at Enfield, construction at Tottenham, or hospitality at Westminster.
This May, we relaunched The Vincent Rooms and welcomed alumni back through our doors, as well as a special guest, Michel Roux Jr. From the moment the first arrival walked in, our students were ready, and our guests loved it, from the ambience in the newly refurbished restaurants, to the friendly faces and delicious canapés made and served by our learners.
For over a hundred years, we have served the community and trained the next generation of top talent in hospitality. We can’t wait to see what the next century will bring.
By Angela Joyce, CEO, Capital City College
Precision, Partnership, Progress: The Essex Approach to Levelling Up
In a landscape marked by economic uncertainty and social disparity, Essex has emerged as an innovative leader of what it means to level up with purpose, precision, and partnership.
Over the past three years, the Levelling Up Essex programme has not only delivered tangible outcomes for residents, but it has redefined how local government can lead systemic change.
At its heart, Levelling Up Essex is about unlocking potential. It’s about ensuring that every resident regardless of background, or circumstance has the opportunity to thrive. This is a strategic, data-driven
mission that has already delivered direct benefits to over 100,000 Essex residents, with nearly 140,000 expected to benefit by the end of 2025. The programme has focused its efforts where they are needed most. Essex is home to six of the ten neighbourhoods with the highest levels of community need in the country, including Harlow and Basildon, two of the most deprived areas in England. By targeting investment and innovation in these areas, the programme has tackled inequality at its very roots.
The alignment with Labour’s five missions, the Devolution White Paper, and the emerging strategic authority model positions Essex at the forefront of the next chapter in public service reform.
The results speak volumes. Children at key developmental stages are receiving tailored support to succeed in school. Parents are accessing free childcare, enabling them to return to work. Community supermarkets are reducing food insecurity in high-need areas. Young people not in education, employment or training are being re-engaged through targeted interventions. And through initiatives like the Poppins and Nightingale Bursary Schemes, residents are gaining qualifications in sectors critical to Essex’s future. But Levelling Up Essex is about more than service delivery, it’s about systemic transformation.
The programme has broken down silos across public services, aligning strategy, resources, and delivery through a shared commitment to long-term foundational change. It has embedded a culture of innovation, learning, and partnership that is now in Essex’s operating model.
This work has also laid the groundwork for the future. While the national language around “levelling up” may be evolving, the core mission; tackling structural inequality and improving life chances—remains central to both local and national priorities. The alignment with Labour’s five missions, the Devolution White Paper, and the emerging strategic authority model positions Essex at the forefront of the next chapter in public service reform. Looking ahead, the ambition is clear: to build on this momentum with a renewed focus on improving life chances, aligned with economic growth and co-designed with communities. With political commitment, a proven methodology, and a track record of delivery, Essex is poised to lead the way.
Levelling Up Essex is not just a programme, it is a blueprint for inclusive growth and opportunity. It demonstrates what is possible when vision is matched by action, and when local leadership is empowered to drive change from the ground up.
Investing in facilities to support vulnerable patients
Since the Covid-19 pandemic the paediatric team at Warwick Hospital have seen an influx of children and adolescents struggling with various mental health needs. Recognising this, South Warwickshire University NHS Foundation Trust invested in improving facilities on the ward to cater to young people in crisis.
To support some of the Trust’s most vulnerable patients, the Macgregor team developed plans to create new areas which would accommodate children of all ages, from 0-18, who may require extra support.
These plans included providing spaces for all children, regardless of age, to have a place to relax and play away from the bed space. Including;
• A playroom and activity space for younger children, large enough to accommodate a variety of activities.
• An adolescent recreation room, separate to the playroom area, as a space for older children to relax, play games and watch television.
• A sensory room for children with sensory needs. This is a crucial space containing specialist sensory equipment, allowing children (especially those in crisis) to decompress and take a break from the busy ward.
• A bereavement room to help support families who are faced with devastating news that can also be used as a quiet room for parents to use as a safe and calming space away from the ward.
All children and young people staying on the children’s ward benefit from these enhancements, particularly those who are experiencing mental health challenges.
All children and young people staying on the children’s ward benefit from these enhancements, particularly those who are experiencing mental health challenges. Providing these dedicated specialist and age-appropriate areas for all patients helps to avoid young patients from becoming institutionalised and enables our staff to provide the appropriate care in an informal setting.
Upskilling Communities Through Higher Education
GBS (Global Banking School) has launched a Breaking Down Barriers report with The Purpose Coalition in Parliament which showcases how it is changing lives through education and widening participation in Higher Education across the country.
With over 35,000 students across state-of-theart facilities in London, Manchester, Birmingham and Leeds, widening participation, addressing skills shortages and ultimately enabling social mobility is at the heart of what GBS does.
GBS offers a range of programmes, with a focus on providing sector-relevant courses to students.
These courses help to address issues facing the UK, like the national housing crisis and NHS waiting times.
GBS also empowers student enterprise through a dedicated Entrepreneurship Team and an Enterprise Hub, helping students either launch new businesses or scale up existing ones.
CEO of GBS UK, James Kennedy said the report showcases the importance of the work GBS has been doing since its establishment in 2010.
“As a provider of Higher Education, if you really want to extend the offering of high-quality education to groups who normally miss out, you must go down a less traditional path,” said Mr Kennedy.
“That’s what we at GBS do, and that’s why we have managed to have a real impact across the UK in a relatively short space of time.
“If you visit a GBS campus, you will notice that the busiest time is 6pm.
“That’s because our student cohort is mature-age, and they are fitting their studies around their busy professional and personal lives.
“We offer classes during the week, on weekends and into the evenings.
“We have structured our processes so that students don’t need to fit into our model of operation – it is designed to fit around their needs.
“The Office for Students’ 2024 National Student Survey (NSS) 2024 clearly demonstrates that GBS is providing a positive educational experience for the
vast majority of its students, with 93% of students in the UK reporting that they were satisfied with the quality of ‘teaching on my course’.
“In addition to its satisfaction scores in every category monitored by the NSS from the previous year, GBS ranks above the Higher Education sector average in every category.
“In the 2023 Teaching Excellence Framework (TEF), GBS received a Silver rating for Student Experience and a Bronze rating for Student Outcomes, resulting in an overall Bronze rating.
This recognition underscores our commitment to fostering a high-quality learning environment and ensuring successful outcomes for our students.”
Chair of the Purpose Coalition and former Education Secretary, Rt Hon Justine Greening, welcomed the report:
“This report demonstrates how GBS is providing high-quality, transformative education which changes lives. Working in some of the most deprived parts of the country and catering for a diverse student population of all ages, it supports those who often face the biggest barriers to getting on in life and for whom conventional education routes are not an option.
“On a recent visit to GBS’ Greenford campus I saw firsthand how these opportunities were changing lives. In areas which have traditionally been left behind, they provide a boost for local and national economic growth, developing skilled workforces which are fit for the future.”
Building Bridges Through Purpose:
My experience as a Student Ambassador with the Purpose Coalition has been all about building meaningful connections with people - from fellow students to professionals representing companies like Clyde & Co, Enterprise Mobility, and TP (Teleperformance).
This role isn’t about standing in the spotlight or giving speeches from a podium. It’s about listening, sharing, and helping to build a bridge between young people and the professional world. Through genuine dialogue and exchange of lived experiences, we’re working toward a more inclusive and opportunity-rich future.
The Purpose Lab initiative is an innovative space created by the Purpose Coalition to link up students and employers. It’s a platform for open, honest conversations about the real challenges facing young people today. We don’t just talk in theorywe discuss the actual barriers that exist in education, employment, and beyond, and we explore what real support looks like from the perspective of those who need it most. These conversations aim to inform the policies and practices of businesses and institutions, creating a ripple effect of change that starts with understanding and ends with impact.
A major theme that comes up time and again is the complexity of student life today. Many of us are juggling demanding schedules, combining studies with part-time jobs, and managing responsibilities at home. These experiences are not just side notesthey shape how we learn, how we apply for jobs, and how we interact with the professional world. Having the chance to voice these realities in front of employers is incredibly powerful. It’s a reminder that policy and workplace culture need to reflect the diversity of real lives.
We also focus on one of the most vital issues of our time: inclusion. Ensuring that opportunities are available to everyone - regardless of gender, ethnicity, or socio-economic background - is essential. Through Purpose Lab sessions, we amplify voices that have too often been overlooked. We help highlight how inclusive practices benefit not just individuals, but entire organisations. A workplace where everyone feels valued is more innovative, more resilient, and more reflective of the society it serves.
I feel honoured to be part of this journey, working alongside others who are equally passionate about shaping a future where opportunity truly belongs to everyone
Perhaps the most important lesson I’ve learned as an ambassador is that it’s okay not to have all the answers. What matters is curiosity, collaboration, and the courage to speak up. It’s about learning from others, being open, and making sure that no one feels invisible. I feel honoured to be part of this journey, working alongside others who are equally passionate about shaping a future where opportunity truly belongs to everyone
This is a guest blog by Jakub Cyrwus, a Purpose Lab Student Ambassador who is studying Global Business at GBS.
From the University classroom to the House of Commons
As a Purpose Lab Student Ambassador, I’ve had the unique privilege of representing young people and elevating our voices within the corporate and policymaking worlds. The programme has given me a platform to speak up about the issues that matter to us most - social mobility, opportunity, and a future shaped by inclusivity and sustainability. In doing so, I’ve grown both personally and professionally, gaining insights that have enriched my career prospects while also strengthening my sense of purpose.
The experience has opened my eyes to how the business world is changing - and why that matters. Through my involvement, I’ve come to understand how forward-thinking organisations are not only responding to the evolving expectations of society but actively working to align their operations with the values of younger generations. These values include a strong commitment to diversity and inclusion, ethical business practices, and sustainable development. More than ever, companies are recognising that success today means being socially conscious, representative, and responsible.
The Purpose Lab -an initiative of the Purpose Coalition - plays a crucial role in this transformation. It offers a unique space where students like me can engage directly with businesses and decision-makers. We talk about our lived experiences and the barriers we face, but more importantly, we explore how those experiences can help shape more equitable systems. These conversations are about more than just awareness - they aim to influence recruitment strategies, corporate values, and how organisations connect with young talent.
It has shown me that young people don’t have to wait their turn to be heard - we are already part of the conversation, and our insights are essential for building a future that works for everyone.
Throughout my ambassador journey, I’ve had the chance to hear directly from impactful employers such as the Co-op, E.ON, Curtins, and Enterprise Mobility. Each has brought its own perspective on how to drive positive change - whether through community engagement, investment in green technology, or designing more inclusive workplaces. These insights have deepened my understanding of what a modern, ethical business looks like.
One of the standout moments of this programme was my visit to the House of Commons. This incredible experience allowed me to engage with employers, policymakers, and fellow students in a setting where real influence happens. Listening to leaders who are championing social mobility and working to open up access to meaningful careers was both inspiring and energising. It reminded me that creating lasting change requires not only passion but also partnership across sectors.
Being a Student Ambassador for the Purpose Lab has been a truly transformative experience. It has shown me that young people don’t have to wait their turn to be heard - we are already part of the conversation, and our insights are essential for building a future that works for everyone.
A guest blog by Andre Bellevue, a Purpose Lab Student Ambassador and an Electrical and Computer Engineering student at Liverpool Hope University.
Bath Spa University launches new ‘Breaking Down Barriers’ Impact Report
Bath Spa University has published its ‘Breaking Down Barriers for Inclusive Growth’ Impact Report in partnership with The Purpose Coalition at a Parliamentary Reception held in Westminster.
BSU Vice-Chancellor, Professor Georgina Andrews, welcomed guests along with the Chair of The Purpose Coalition and former Secretary of State for Education, Justine Greening. The official Parliamentary Welcome was given by Member of Parliament for Chippenham, Sarah Gibson MP.
The reception brought together education leaders, parliamentarians, local and regional government officials and key stakeholders to discuss the findings of the report, which explores Bath Spa University’s wider social impact and how the institution is using creativity and innovation to successfully address the key issues of our age. It also highlights how, through examples such as BSU’s leading teacher training provisions and varied skills delivery, including its innovative Short Course Unit, the University is breaking down barriers to education for all.
The event, held in The Thames Pavillion at the House of Commons, provided the opportunity for business leaders, representatives from the Third Sector, and invited guests from BSU’s cultural partners, Bath Spa University London, BSU students and members of the BSU Senior leadership team to network, share insights, and reflect on the role of universities in breaking down barriers and driving social mobility across the UK.
Professor Georgina Andrews said: “Inclusion has always been a part of Bath Spa University’s DNA. Our deep roots go back over 170 years, through to more recently being named The Sunday Times University of the Year for Social Inclusion 2024, recognising the growing reach we have into often overlooked and disadvantaged social groups, accelerated with our work in London and other major English cities via our partners.”
She added: “We believe that creativity is our human superpower, and Professional Creativity is at the heart of BSU’s purpose and planning, placing us as a leader for creativity and innovation in the West of England and more widely.
“Our work with The Purpose Coalition supports us to collaborate, partner and connect with likeminded businesses and organisations, so that we might all learn from each other to progress further opportunity for all. BSU and our partners are working towards similar aims and goals, to ensure that all members of our community are heard, seen and valued.”
Rt Hon Justine Greening, Chair of the Purpose Coalition, said: “This report highlights the pivotal role Bath Spa University is playing as a purpose-led institution committed to driving social mobility and inclusive growth. Its work in teacher training, community-based skills delivery and innovative short courses reflects a deep understanding of the challenges facing both individuals and the wider South West region and, crucially, a determination to address them.
“The University’s ability to connect with underrepresented groups, remove barriers to opportunity, and equip learners with the skills they need for the future sets a powerful example for the sector.”
Promoting diverse pathways into the legal profession
Midlands law firm FBC Manby Bowdler is proving itself a champion supporter of efforts to diversify how new talent is recruited into the legal profession.
The firm has taken steps such as partnering with Leadership Through Sport and Business to attract applicants from lower socioeconomic backgrounds, demonstrating a real commitment to true diversity within the profession.
LTSB is a social mobility charity that prepares and supports young people from disadvantaged backgrounds into meaningful roles with major firms.
“Many talented individuals would not consider university as their first choice, or indeed as an option at all, so our alternative pathways allow us to nurture talent that our industry might otherwise have missed out on,” said Sarah Bond-Williams, people & culture director at FBC Manby Bowdler.
“We’ve had particular success in qualifying those applying later in life, including staff from legal secretary backgrounds.”
Sarah said the firm emphasises tailored support for all trainees, recognising that some individuals face additional challenges such as caring responsibilities or learning differences. Mentors and buddies across the firm for apprentices and trainees have had a real impact by providing additional support.
“Our track record is good in this field, which benefits us as a firm by tapping into this under resourced talent pool, but also the colleagues we’re bringing with us on the journey.
“A staggering 12 per cent of our workforce is currently on an apprenticeship or flexible study route to qualification.
“And while we continue to offer traditional training contracts, we’re seeing much better engagement from individuals from diverse backgrounds through our wider training offering,” explained Sarah.
“This includes our commitment to qualifications through CiLEX, the Chartered Institute of Legal Executives, an approach to on-the-job training that marries legal knowledge with the practical skills, behaviours and commercial awareness without age restrictions, along with apprenticeships at paralegal, solicitor and graduate levels, also without age limits.”
FBC Manby Bowdler has established itself as an early adopter of alternative routes into the profession, having already qualified three individuals through legal apprenticeships with more set to qualify over the next six years.
The firm also supports the Breaking Down Barriers to Law campaign, helping facilitate the initiative which challenges traditional recruitment practices that have historically limited opportunities, offering a broader access to legal careers.
When 2,000 teenagers from various backgrounds were surveyed last year, 40% believed university fees would be prohibitive, while 18 per cent thought family or social connections were necessary for success. Fourteen per cent considered private education essential for a law career, and 38 per cent reported being actively discouraged from pursuing legal careers during their education.
“The statistics painted a concerning picture of how the legal profession is perceived by young people,” said Sarah. “By limiting our recruitment pool, we not only miss out on exceptional talent but also create a legal system that fails to reflect the society it serves.”
Sarah Bond-Williams is a qualified member of the Chartered Institute of Personnel & Development and earlier this year became a Chartered Fellow, the highest level of CIPD qualification.
Sustainable Shipping Starts at Solent
Southampton Solent University is driving maritime innovation, training and sustainability by providing world first training courses for seafarers operating wind assisted vessels—a key green technology for cutting emissions in global shipping.
The global economy is almost completely dependent on shipping with over 12 billion tonnes of goods moved by sea each year , which equates to 1.5 tonnes for every person on the planet, or 3% of global emissions
Shipping goods by sea is surprisingly cheap, due to the low-cost fuel that large ships use. However, as a general rule, cheap fuel is less environmentally friendly than more refined alternatives.
For many years, ships have operated with Heavy Fuel Oil (HFO). This thick, tar-like fuel, sometimes blended with lighter fuels, is a residual from the cracking process to obtain petroleum. It’s chemical composition results in high levels of sulfur dioxide, nitrogen oxide and particulate matter pollution, with the accompanying impact on the environment. Led by the International Maritime Organization (IMO), shipping has been moving to cleaner versions of fuels, to mitigate the impact in environmentally sensitive areas.
This drive to cleaner fuels and the move to netzero has been an international effort, with a goal of carbon-neutral shipping in 2050. In 2025, more stringent regulations have been developed for adoption and introduction in 2027, setting new standards and a global approach to dealing with the costs of emissions.
Key to this is the global fuel standard – limiting the amount of overall greenhouse gas emissions, including the impact of the production and distribution of ship’s fuels based on the amount of energy used. These rules are pushing the industry to find ways of harnessing renewable energy – and at sea, the easiest one to harness is the wind.
As a result, some ship operators are returning to wind power to help to propel their ships, allowing the crew to reduce the main engine power and emissions whilst maintaining the schedules needed to keep the global economy moving.
The global economy is almost completely dependent on shipping with over 12 billion tonnes of goods moved by sea each year , which equates to 1.5 tonnes for every person on the planet, or 3% of global emissions.
The new “sails”, known as “Wind Assisted Propulsion Systems” are based on an aerodynamic principle called the Mangus Effect, which uses a large spinning cylinder, known as a Flettner Rotor, to create a driving force. Others use the equivalent of large aircraft wings, with complex systems to raise, control and lower them.
Regardless of the systems used, this brings demands for a skill set that has largely declined or disappeared in every seafaring nation of the world – sailing skills for large vessels. Warsash Maritime School - a pioneer of maritime simulation technology, and home to specialist degrees in yacht and sailing vessel design - is delivering new courses for ship’s officers introducing, or re-introducing, the skills needed to utilise these new devices to the maximum effectfrom understanding the effect of the wind to planning voyages that are not necessarily the shortest route but the most efficient.
These technologies allow significant reductions in annual fuel use and greenhouse gas emissions –and are already in use at sea, albeit in very limited numbers. However, more vessels are in the build stage, and these rapidly evolving technologies will require new education and training capacity to upskill, plug the gaps and attract new talent in a fastchanging industry.
Strong community led partnerships are critical for widening participation in higher education
Our schools and universities are experiencing difficult circumstances. One particularly worrying challenge – which is happening at the intersection of both – is the decline in widening participation.
Despite a constant focus from the sector on the issue, young people eligible for free school meals remain half as likely to participate in higher education as their wider peer group.
A new agreement between the Tutor Trust and the University of Salford shows that local partnerships which connect university students with school pupils is one way of addressing this worrying trend.
Tutoring as a way of improving a young person’s attainment is not new. But for too long only those who could afford to pay for tuition privately could reap the rewards.
The agreement sees high quality tuition delivered by the University’s students to year 6 pupils from Salford schools.
We have an ambitious stretch target of aiming to support 400 pupils in Salford in our first year, as they make the move from primary to secondary school, which is a critical transition.
Salford is the 18th most deprived local authority area in England, according to the Government’s 2019 data for Indices of Multiple Deprivation. It is also the third most deprived in Greater Manchester.
The University of Salford lives and breathes its commitment to enriching lives. Its latest figures show that out of its nearly 27,000 current students50% are first in family to attend university.
We have identified four ways in which local partnerships like this one can increase widening participation in higher education:
Closing the attainment gap
At the core of any successful widening participation initiative is a goal to improve the attainment of young people from low-income households. When tutoring is delivered by university students, this intervention simultaneously addresses the immediate academic attainment gap while building aspirations through organic relationships.
Alleviating financial pressures
Effective student-led programmes must be delivered at no cost to pupils and minimal cost to schools, ensuring no family has to choose between their child’s education and essential living costs. At University of Salford, our programme has been funded through our alumni network.
These models can also provide fair compensation to student tutors, with rates well above minimum wage. This dual benefit addresses financial barriers on both sides.
Providing authentic role models
Tutors not only improve the attainment of young people, but they also act as relatable role models and help inspire their tutees to consider university education.
Integrating workplace skills into the university experience
To ensure universities attract and retain students from all backgrounds, higher education must demonstrably prepare students for future careers. Student tutors develop invaluable real-world skills through their experiences in classroom settings, including communication, leadership, and adaptability. These experiences enhance their employability while allowing them to make meaningful contributions to their local communities.
The Education Secretary Bridget Phillipson recently wrote to all universities asking them to expand access and outcomes for disadvantaged students, aiming to remove structural barriers and improve inclusivity.
These are already priorities for the University of Salford. Developing strong, community-led partnerships to deliver meaningful widening participation initiatives is, now more than ever, critical.
Increasing access to higher education does not just improve the life chances of young people, but it also benefits our universities, local community, and wider society.
Authored by: Nic Beech, Vice Chancellor, University of Salford and Ed Marsh, Chief Executive Officer, Tutor Trust
BREAKING DOWN BARRIERS MAGAZINE