Celebrating 25 years in 2025, EMS Healthcare is a leader in mobile medical solutions, partnering with over 95 health and research organisations. Since its founding, the company has transformed healthcare accessibility, delivering innovative, community-based services across the health and research landscape.
For 25 years, EMS Healthcare has been at the forefront of delivering innovative mobile medical solutions that significantly improve healthcare and clinical research access across the UK. As CEO, and with over 20 years of experience in the clinical research industry, I am incredibly proud to lead an organisation that is bringing trials directly into communities and breaking down barriers to participation.
The UK has long been a global leader in life sciences and clinical research, attracting investment, talent, and pioneering studies that have revolutionised patient care. However, maintaining this leadership requires bold action, collaboration, and new approaches to overcome challenges both at home and internationally. Lord O’Shaughnessy’s 2023 report emphasised the urgent need to strengthen our clinical research environment - making it more accessible, inclusive, and embedded within communities. At EMS Healthcare, we are dedicated to turning this vision into reality.
One of the most significant barriers to clinical research is accessibility. Too often, patients face geographical, logistical, or socio-economic obstacles.
Our mobile medical units provide a solution by bringing trials directly to underserved communities – from supermarket carparks to religious buildings and sports facilities, they ensure that research is not limited to those who live near major hospitals or research centres. This approach helps to create more inclusive and representative study populations, ultimately improving the quality and relevance of research outcomes.
With the NHS’ focus on expanding communitybased care, our role has never been more critical. By delivering clinical trials closer to home, we not only increase participation but also ease pressure on hospital sites, allowing research to progress more efficiently. In 2024 alone, EMS Healthcare facilitated access to clinical trials for over 349,000 participants, reaching 182 communities and enabling 121,000 patients to receive vital healthcare services.
Clinical research is the backbone of medical innovation. To sustain the UK’s leadership in this space, we must continue to remove barriers, embrace innovation, and prioritise patient-centred solutions. At EMS Healthcare, we are committed to ensuring that research is accessible to all - because when more people can participate, everyone benefits.
By continuing to innovate and push the boundaries of accessibility, EMS Healthcare remains committed to ensuring that quality healthcare is within reach for all.
As EMS Healthcare looks ahead, the organisation is calling on partners, policymakers, and healthcare leaders to collaborate in reshaping a healthcare system that works for everyone. By continuing to innovate and push the boundaries of accessibility, EMS Healthcare remains committed to ensuring that quality healthcare is within reach for all.
By Dr Clare Grace, CEO, EMS Healthcare
Serco
Jack Savage, Political Editor
With Avanti West Coast
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With Equiniti
Leading With Purpose
With Prof Phil Vickerman of Liverpool John Moores University
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By the Rt Hon Justine Greening
UK Power Networks installs country’s first smart substation
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NCG is committed to social mobility
Teleperformance has been recognised as one of the UK’s best workplaces
A review of ‘Get In’ by Patrick Maguire and Gabriel Pogrund
By The Purpose Coalition
My experience as a student ambassador
By Amy Webber, a law student at the University of Worcester
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With South Warwickshire University Foundation Trust
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By The Purpose Coalition
How EMS Healthcare is tackling health inequalities
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By Kent & Medway NHS Social Care Partnership Trust
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With Liverpool Hope University & Liverpool John Moores University
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By The Purpose Coalition
The Breaking Down Barriers Awards 2025 Sponsored by Southeastern Railway
Editor Kevin Wilson Political Editor - Jack Savage
Contributors
Columnists
Starmer boosts defence, but cuts aid. What’s the impact?
The UK government’s recent announcement of a significant boost to defence spending has been met with both praise and criticism.
With global security threats rising and increasing tensions in Europe and the Indo-Pacific, the decision to invest heavily in the military is seen by many as a necessary step to ensure national and international security. However, the increase in defence expenditure comes at a cost, most notably with further cuts to international aid. This move raises serious concerns about the UK’s commitment to global development and humanitarian efforts.
The additional funding for defence, which includes investment in advanced military technology, an increase in troop numbers, and enhanced cyber capabilities, is framed as essential for maintaining the UK’s role as a global power. Given the ongoing war in Ukraine, growing instability in the Middle East, and the rise of China’s military influence, strengthening the UK’s defence capabilities aligns with the government’s broader strategy of deterrence and preparedness.
Supporters argue that such spending is vital in an increasingly volatile world. With NATO partners urging member states to meet the 2% GDP defence spending target, the UK’s increase demonstrates its commitment to collective security. Defence analysts also highlight that modern warfare is evolving, with cyber threats and artificial intelligence playing a growing role in national security. Investment in these areas is seen as forwardthinking and necessary for ensuring the UK remains at the forefront of military capability.
However, the reallocation of funds comes at a significant cost to other crucial sectors, particularly international aid. The government’s decision to reduce aid spending has been widely condemned by charities, humanitarian organisations, and opposition politicians. The UK was once a leader in global development, committed to spending 0.7% of its Gross National Income (GNI) on aid. However, recent years have seen this figure reduced to 0.5%, and further cuts suggest a continued retreat from the UK’s international obligations.
In balancing national security and global responsibility, the government faces tough choices.
Critics argue that these cuts will have severe consequences for some of the world’s most vulnerable communities. Aid programmes tackling poverty, healthcare, and education in developing nations will suffer, and the UK’s influence in global humanitarian efforts will diminish. Reducing aid at a time when climate change, conflict, and economic instability are pushing millions into crisis is viewed as a short-sighted decision that prioritises military power over diplomacy and development.
Moreover, some analysts question whether increased defence spending actually enhances security if it comes at the expense of stabilising fragile states through development assistance. Long-term security is not just about military strength but also about addressing the root causes of conflict, including poverty and inequality. By cutting aid, the government risks exacerbating the very problems that often lead to instability and conflict in the first place.
In balancing national security and global responsibility, the government faces tough choices. While a strong defence is undeniably important, an overemphasis on military expenditure at the expense of humanitarian commitments risks damaging the UK’s global standing. A truly comprehensive approach to security would recognise the importance of both defence and development, ensuring that while threats are deterred militarily, they are also addressed at their source through international aid and cooperation.
Former Education Secretary Rt Hon Justine Greening visited GEDU, Global Education’s GBS campus in Greenford, London, to hear about how it is changing lives through education.
With 35,000+ students across London, Birmingham, Manchester, and Leeds, GBS is making a tangible impact.
Justine talked with students and staff on the power of skills for all and how GEDU is breaking down barriers to education.
With 35,000+ students across London, Birmingham, Manchester, and Leeds, GBS is making a tangible impact. By working with leading UK universities, they’re delivering top-tier programmes in:
• Business & Management
• Banking & Finance
• Health & Social Care
• Digital Technologies
• Construction Management
GBS’ campuses are in areas that have been specifically chosen to serve populations from deprived areas and with larger proportions of people from ethnic minorities, where participation in higher education is lower.
The breakdown of GBS’s student demographic demonstrates the institution’s success in ensuring that people from all backgrounds have the opportunity to access Higher Education. The most recent student body statistics shows that 83.4% of GBS students come from areas of high deprivation, while 71.08% are from a non-white English background. In total, 97.87% of GBS students are over 21 years old, with a median student age of 37.
At the Purpose Coalition, we’re committed to opening doors for young people from all walks of life, helping them break down barriers to opportunities across all sectors.
Through our partnership with Southeastern, we’re proud to announce some exciting opportunities for our Purpose Coalition Student Ambassadors to apply for roles within Southeastern, helping to further diversify the sector and make rail careers more accessible.
These roles are part of Southeastern’s ongoing commitment to diversity, equity, and inclusion within the rail industry, providing valuable work experience, development, and the chance to make a real difference in the sector. Below, we’ve outlined three key opportunities available through our collaboration that will allow our student ambassadors to not only gain essential skills but also help break down barriers in the rail industry.
Southeastern’s Summer Internship - Accessibility Advocate position provides an excellent opportunity for students to get involved in the accessibility side of rail services. As an Accessibility Advocate, students will have the chance to work on initiatives that improve accessibility for all passengers, with a particular focus on those with disabilities or additional needs. This internship is a unique opportunity to gain practical experience in making rail services more inclusive, while also contributing to the development of policies and practices that benefit diverse communities.
There are also two graduate paths open to students from the University of Greenwich and Canterbury Christ Church University, providing a route into rail for local students. Any of our Purpose Coalition Student Ambassadors at either of these universities were encouraged to apply.
The Data-Driven Graduate Opportunity at Southeastern is an ideal role for students with an interest in data analysis and its application in the rail industry. Graduates in this role will be responsible for analysing and interpreting data to help improve services, efficiency, and customer experience. This opportunity is part of Southeastern’s commitment to using data to drive positive change, offering students a platform to work on projects that directly impact the future of rail.
This role is perfect for students who have a passion for data and want to make a tangible difference in an industry that is constantly evolving. Students will gain essential technical skills while helping to shape the future of the rail sector.
The Train Planning Graduate Opportunity offers students the chance to gain insight into the intricate planning process that keeps Southeastern’s services running smoothly. This role provides the opportunity to work on the scheduling and logistics side of train operations, learning about the systems and strategies that ensure trains run on time and meet the needs of passengers.
This position is particularly valuable for students interested in the behind-the-scenes workings of rail services and who are looking for a role that combines analytical thinking with practical application. It’s for anyone who loves to solve puzzles. The experience gained in this role will be crucial for students pursuing a career in transport planning or operations.
Steve White, Managing Director of Southeastern Railway, emphasises the importance of breaking down barriers and making rail careers more accessible to all young people:
“The Purpose Coalition’s Student Ambassadors play a pivotal role in shaping the future of the rail sector by helping to ensure that young people from diverse backgrounds are given the opportunity to thrive. These early careers opportunities created within Southeastern are a fantastic opportunity for students to gain invaluable experience, while also helping to drive positive change for the communities we serve and our industry.
“This year we are celebrating 200 years since the first passenger rail journey was made and the contribution to society the industry has made, as well as our plans for the future. It’s an exciting time to start a career and shape the next 200 years of rail. Opportunities like this make rail an option for people who previously would never have considered it the place for them to build their career, or who faced barriers to joining. We can’t wait for them to join our team.”
Through these roles, students will gain hands-on experience, mentorship, and the opportunity to build a network within the rail industry. These positions are not just about offering students a job, they’re about empowering the next generation to challenge the status quo and create a more inclusive, equitable rail sector.
By participating in these programmes, our Purpose Coalition Student Ambassadors will play an active role in breaking down the barriers that too often prevent underrepresented groups from considering careers in the rail industry. These opportunities open up pathways to long-term careers, career progression, and further training, which are essential to building a workforce that truly reflects the diverse communities we serve.
The Purpose Coalition recently hosted a successful Regional Skills Roundtable, co-chaired by Lauren Edwards MP and Nick Forbes CBE.
This pivotal event brought together a diverse group of business leaders, educational providers, and key stakeholders to explore solutions for addressing the UK’s pressing skills shortage. The gathering focused on ways to improve regional and national policies to support skill development in key sectors, including technology, healthcare, and engineering.
The roundtable provided an invaluable opportunity for collaborative discussion, with attendees sharing best practices and strategies for fostering growth in the UK’s workforce. By encouraging greater flexibility and innovation in education and training, the event aimed to align the country’s workforce with the evolving needs of employers, thus driving economic growth and competitiveness.
One of the key themes addressed was the shift in cultural attitudes towards vocational education. Participants agreed that there needs to be a reevaluation of the perceived value of apprenticeships and vocational training, which should be seen as equal to traditional university education. Over the years, university education has often been promoted as the primary route to success, leaving vocational paths underfunded and underappreciated. This has led to a mismatch between the skills acquired by graduates and those required by industries. The roundtable called for a cultural change that encourages young people to pursue hands-on vocational training, thereby reducing the skills gap in critical sectors such as engineering and healthcare.
The quality of careers advice available to students was another pressing issue raised during the discussion. Attendees highlighted the importance of comprehensive guidance that ensures young people are aware of all the available educational and career pathways, including apprenticeships. Providing students with a broader perspective on their future career options was seen as essential in equipping them with the skills needed to thrive in the modern workforce.
The roundtable also focused on the importance of upskilling the existing workforce. As technology continues to advance rapidly, the need for continuous professional development is more crucial than ever. The participants emphasised that upskilling and reskilling programmes are vital for keeping the UK’s workforce adaptable and capable of meeting new challenges. Businesses, in particular, were urged to invest more in employee development to ensure that their teams are prepared for the future of work.
A major takeaway from the roundtable was the need for place-based approaches to skills development. Participants stressed that regional solutions, tailored to local industries and economic priorities, could play a crucial role in addressing the skills shortage. By allowing regions to design training programmes that cater to their specific needs, the UK can ensure a more targeted and effective approach to workforce development.
Overall, The Purpose Coalition’s Regional Skills Roundtable was a highly positive and productive event. It reaffirmed the importance of collaboration between government, businesses, and educational institutions in overcoming the UK’s skills challenges. Through innovative policies, cultural shifts, and greater investment in training, the country can build a skilled and adaptable workforce ready to meet the demands of the future.
At the Spectator’s Annual Parliamentarian of the Year awards just before Christmas 2024, Nigel Farage was crowned ‘Newcomer of the Year’ by the historic magazine.
Towards the end of his speech, Farage said “At the next election in 2029, there will be hundreds of newcomers under the Reform UK label”, going on to add that ‘we are about to witness a political revolution the likes of which you’ve not seen since Labour after the First World War.’
On paper, that seems like hyperbole. Whilst the party dramatically increased its vote share at the last General Election, it still only won 14% - and five seats in the House of Commons. The Liberal Democrats took decades to build up its Parliamentary rump to around 60 seats – a rump it saw quickly washed away after the 2015 General Election.
Just before Christmas, a chatter in Westminster and in the media started to emerge. The idea that Reform UK could win the next General Election. In December, bookies gave Farage a 30% chance of becoming the next Prime Minister, and a bombshell opinion poll put Reform UK ahead of Labour, and just behind the Conservatives.
Many of these predictions are just hyperbole, but what does the data say? Could Farage be Britain’s next Prime Minister?
In November, Cabinet Ministers were given a presentation about the volatility of the electorate in Downing Street. Internal analysis from the Labour Party found that one in five voters could swing one of three ways at the next election – Tory, Labour or Reform. And the Prime Minister’s newly appointed Chief of Staff, Morgan McSweeney has previously told MPs it is unclear who Labour’s opponents will be come 2029.
John Curtice, the Professor of Politics at Strathclyde University has become synonymous with election night in Britain. As Big Ben strikes ten, millions across the nation are captivated by his forecast, which usually turns out to be pretty much bang on.
Curtice has argued that Reform can no longer rely on ‘banging on about immigration’, making the point that they will need to come up with a solid economic offer to take to the electorate if they want to win. Voter surveys have also suggested that many voters remain wary of Farage. In order to overtake Labour in the 89 seats where it came second to the party, Reform would have to persuade Conservative voters to back them – and polls suggest many are reluctant to do so.
According to opinion polls, Keir Starmer’s government is now significantly unpopular. Starmer's poll ratings have fallen faster than any recent Prime Minister’s - except Liz Truss – in recent memory. But the government has up to four and a half years to recover those ratings. Traditionally, governments make their unpopular decisions in their first months in office, allowing voters to see better as we approach a General Election.
Despite this, and on average, the Conservatives and Labour still poll significantly ahead of Reform.
Reform’s success or failure will be decided by the main parties in the next eighteen months. Labour needs to show how it will deliver change in government, whilst the Conservatives need to show they are a government in waiting – but it is impossible to predict the future in politics, and voters are more volatile than ever.
According to opinion polls, Keir Starmer’s government is now significantly unpopular.
BY NICK FORBES CBE, FORMER MEMBER OF KEIR STARMER’S SHADOW CABINET
Thinktank Demos recently highlighted the need to put collaboration and partnership at the centre of our ambitions for a fairer society. Its report, Misson-Ready Nation: Enabling Mass Mobilisation Around National Missions, acknowledges that the scale of the challenges the country currently faces means we need to find new ways to deliver change. Mission-led government is at the heart of driving that change but Demos believes that, if we are to successfully harness the power of collective action, the emphasis should now transfer from purely government missions to shared national missions. There is huge potential for this agenda to deliver longterm policy objectives by focusing on outcomes which can benefit everyone and drive opportunity.
The report considers what it means for the country to be mission ready. It advocates the mobilisation of different tiers of government, businesses, trade unions, civil society and the public to enable them to play a full part in a decade of national renewal and achieve the missions the Government has set out as its key priorities. Central government should adopt the role of mission stewardship; devolved, regional and local government should move towards mission collaboration; and leaders and organisations across businesses, trade unions and civil society should be engaged to enable reforms in areas such as procurement and social value. There also needs to be a shift from citizen engagement to mobilisation.
Change comes from building coalitions, and this has been a focus of our work at the Breaking Down Barriers Commision, which I chair as part of the wider Purpose Coalition. Working with partners from business, NHS Trusts and the independent health and social care sector and universities, we focus on identifying the obstacles that prevent people and communities from accessing opportunity and developing workable solutions. Our work is guided by 15 Purpose Goals which provide a framework across a comprehensive range of social and economic markers, against which organisations can benchmark their progress, highlighting initiatives that work well and are grounded in the needs of real-world communities and identifying where there are still gaps. Goal 15: Working in partnership advocates tackling social challenges through strategic alliances with unions and citizens assemblies.
Goal 15: Working in partnership advocates tackling social challenges through strategic alliances with unions and citizens assemblies.
Regular cross-party engagement, including through Westminster-based roundtables and webinars, encourages cooperation and action between partners. We are building an evidence base of practical and innovative solutions and developing successful, collaborative projects between partners that are groundbreaking and boost opportunity. Drawing on partners’ knowledge and expertise of their sectors and their local communities, we can address place-based issues with a shared vision of equality of opportunity.
One partner, Serco, who with NCVO supported the Demos report, is using its expertise in private and public sector partnerships, as well as its wide geographic reach, to drive positive change, whether that is in its commitment to ex-offender employment or its encouragement of employees to participate in volunteer initiatives which support their local communities. Its best practice, centred firmly on people, sets a fine example of collaboration in action.
As someone with long experience of working in local government in the North East, I have seen the impact that place-based partnerships can have on traditionally left behind areas. Continuing to work together - across party and sectors – and motivated by an ambition to do the right thing, we can break down the barriers to opportunity and create a more equitable and prosperous society.
For 25 years, EMS Healthcare has been at the forefront of delivering innovative mobile medical solutions that significantly improve healthcare access across the UK.
Celebrating their significant milestone, EMS Healthcare launched its first-ever Social Impact Report at the Houses of Parliament. The event brought together clients, partners, and industry leaders for the landmark moment in the organisation’s journey to transform healthcare accessibility and clinical research across the UK.
For a quarter of a century, EMS Healthcare has been dedicated to breaking down barriers to healthcare, ensuring that factors such as location, mobility, or
circumstance do not prevent individuals from receiving essential care or participating in vital research studies. Through its innovative mobile medical solutions, the organisation has supported the NHS, advanced ground-breaking clinical research, and improved patient outcomes. The mobile units, which range from endoscopy solutions to clinical trial sites, have played a critical role in addressing healthcare inequalities by reaching populations that might otherwise struggle to access services.
The newly published Social Impact Report highlights EMS Healthcare’s far-reaching contributions:
• Expanding Access to Vital Health Services – In the past 12 months alone, EMS Healthcare has facilitated access to essential services for more than 121,000 patients. This includes a wide range of services, from cancer screenings and diagnostic testing to specialist consultations and vaccinations.
• Strengthening Community Healthcare – The organisation has delivered care to 182 communities, reaching 100% of the top 20 most deprived Integrated Care Board (ICB) regions. By positioning mobile units in these areas, EMS Healthcare has ensured that individuals facing socioeconomic barriers can still receive high-quality medical care.
• Advancing Clinical Research – Since 2023, EMS Healthcare has enabled the creation of over 1 million clinical research appointments across the UK. These appointments have provided invaluable opportunities for patients to participate in research that could lead to new treatments and medical breakthroughs.
• Enhancing Patient Experience – An outstanding 98% of patients rated their experience with EMS Healthcare as good or excellent. The ability to receive care and take part in research within a comfortable and accessible environment has contributed to high satisfaction rates.
EMS Healthcare’s innovative approach offers a scalable solution to some of the system’s biggest hurdles.
With the NHS placing a greater emphasis on community care and preventive healthcare, EMS Healthcare’s role has never been more vital. By bringing healthcare and clinical research closer to home, the organisation is reducing hospital pressures, ensuring timely interventions, and expanding access to life-changing treatments.
As the UK faces increasing healthcare challenges, including a growing aging population and rising demand for specialist care, EMS Healthcare’s innovative approach offers a scalable solution to some of the system’s biggest hurdles. The mobile healthcare model is uniquely positioned to provide flexible and responsive services, adapting to the evolving needs of communities and complementing existing NHS resources.
EMS Healthcare’s commitment to improving accessibility was further recognised at The Purpose Coalition’s Breaking Down Barriers Awards 2025, also held at the Houses of Parliament. The organisation received the Spotlight Award for its dedication to reducing health inequalities, while Head of Outreach Development, Laura Nash, was honoured with the Special Recognition Award for her outstanding leadership in delivering outreach programmes to underserved communities. Their work has been instrumental in forging partnerships with local authorities, NHS trusts, and research institutions, ensuring that EMS Healthcare’s mobile services are deployed where they are needed most.
The launch event was supported by Rt Hon. Justine Greening, the UK’s former Secretary of State for Education, Transport, and International Development, alongside The Purpose Coalition, both of whom have been instrumental in driving forward initiatives that address health disparities. Their advocacy for equitable healthcare access aligns closely with EMS Healthcare’s mission, reinforcing the importance of cross-sector collaboration in tackling health inequalities.
A deep dive into how the higher education sector can shape a future narrative on the contribution it makes to economic and societal progress was the focus of a seminar held in March at Ruskin College, Oxford, part of the University of West London Group.
Higher Education as a Catalyst for Opportunity and Growth, a seminar delivered by the Ruskin Institute for Social Equity (RISE) in partnership with the Purpose Coalition, was part of a lecture series held to mark Ruskin College’s 125th Anniversary, featuring prominent thinkers and policymakers who focused on the future of capitalism, inequality, education and skills. A home for progressive thought and ideas for more than a century, the College has been providing routes into higher education for students from disadvantaged backgrounds since the 19th century.
The seminar brought together leaders from higher education and business to consider how the sector can better understand, develop and communicate the wider economic benefits of extending access to higher education. It discussed the ways in which it can partner with business to showcase positive outcomes. It also considered whether current Access and Participation Plans, as well as the regulatory approaches of the Office for Students, do enough to support higher education providers in widening access for economic growth and how employers and higher education providers can work together to meet their diversity and talent goals. It also examined the government’s role in linking opportunity, higher education, growth and social mobility.
Speakers at the event included Rt Hon Justine Greening, Chair of the Purpose Coalition and former Education Secretary, Professor Graeme Atherton Associate Pro-Vice-Chancellor, Regional Engagement, University of West London and Vice-Principal, Ruskin College, Oxford, Professor Nic Beech, Vice-Chancellor, University of Salford, Lisa Hannah, Chief People and Communications Officer, Aldermore Bank, and Ant Sutcliffe, Associate Director, Higher Horizons.
Justine highlighted how the impact of the higher education sector extends far beyond its core mission as an educator, with universities and colleges acting as anchor institutions in their local areas. Helping to raise standards in schools, they inform and advise young people on the opportunities that higher education can offer. Creating a talent pipeline for graduates to access rewarding and well-paid careers, they foster individual growth. They offer entrepreneurial opportunities for students as well as for local and regional SMEs.
They drive economic growth opportunities for existing sectors and generate world class research and innovation opportunities which enable the new growth sectors of the future. As major employers themselves, they also add value more broadly to local communities and economies through job creation and spending power.
Creating a talent pipeline for graduates to access rewarding and well-paid careers, they foster individual growth.
Calling for a fresh perspective on the wider benefits of the higher education sector, Justine said: “There’s a lot we can learn from the sector’s approach to community and economy building and their role as anchor institutions, rooted in their local areas with a long-term stake in helping to lift their communities. The opportunity footprint it generates can be transformational, not only for individuals but for the entire regions they serve. I would urge local and national policymakers, as well as businesses, to consider how they might adopt similar strategies to break down barriers and create a fairer and more prosperous society.”
WITH CAROLYN HARRIS MP
On 5th February 2025, The Purpose Coalition, in partnership with Curtins, hosted a landmark roundtable at Westminster, bringing together key leaders and advocates to discuss a subject that has long been sidelined in workplace conversations: the menopause.
The statistics are stark and telling. In the UK, 3.5 million women are currently navigating the menopause while still in the workforce. Alarmingly, one in four of them consider leaving their jobs due to the symptoms and challenges associated with this natural life stage. The menopause can have a profound impact on employees’ performance, productivity, morale, and ultimately retention. Yet, despite its widespread effect, it has been largely ignored or treated as a taboo subject within many organisations.
However, we are now entering a new era where workplaces are becoming more open and inclusive, acknowledging that addressing menopause is vital to creating supportive environments that enable employees to thrive. It’s clear that by breaking the silence around menopause and fostering more constructive dialogue, businesses can drive positive change — improving not only employee wellbeing but also overall productivity and job satisfaction.
The roundtable event, hosted by The Purpose Coalition and Curtins, was a powerful example of collaboration in action. At the heart of the discussion was Carolyn Harris MP, a leading advocate for menopause awareness in Parliament. Her tireless work in this area has shone a light on the need for greater understanding and better workplace support for those affected by the menopause.
Reflecting on the event, Rhiannon Carss, Board Director of Curtins, shared her enthusiasm about the collective momentum being built:
“We are witnessing an incredible moment of collaboration as organisations from across diverse sectors unite to drive real change in how menopause is addressed in the workplace. This roundtable was more than just a conversation. By sharing best practices, tackling challenges head-on, and championing innovative solutions, we are laying the foundations for truly inclusive workplaces where everyone belongs and everyone thrives.”
In the UK, 3.5 million women are currently navigating the menopause while still in the workforce.
The roundtable served as an opportunity to bring together individuals and organisations from different industries to share insights and best practices on how to better support employees going through the menopause. It was evident that many employers are recognising that menopause support is not just about ticking boxes but about creating a culture of empathy and understanding that allows women to continue thriving in their careers.
Carolyn Harris MP, whose leadership in this space has been nothing short of extraordinary, praised the effort and commitment from all involved. “The momentum is building, and together, we are creating workplaces that work for everyone,” she said.
This event marked just one milestone in an ongoing movement to ensure that workplaces become places where all employees, regardless of gender or life stage, can flourish. It’s clear that the journey towards fully inclusive workplace policies is only just beginning, but with continued collaboration and advocacy, we’re moving in the right direction.
We look forward to seeing the positive impact that the discussions will have on organisations across the country, as we work together to build more inclusive, supportive, and productive work environments for everyone.
Leonardo, a global security company and leader in advanced defence technologies, has launched its SME (Small Medium Enterprises) Collaboration Partner Programme with Form1 Partners.
The strategic initiative will bring together the UK’s most innovative defence and security SMEs, with Leonardo’s experience, expertise and market access, to deliver impactful capabilities to the UK’s Defence and National Security industry as well as allied forces.
Designed to create mutually beneficial partnerships between Leonardo’s UK business and leading technology SMEs, this programme will operationalise a select number of long-term SME partnerships, ensuring focused support and aligment with Leonardo’s UK business.
The expectation is that this will translate into achieving two key strategic goals for SMEs, UK Ministry of Defence and Leonardo:
1. Delivering mutual commercial benefit for partner SMEs and Leonardo, resulting in more orders, more jobs and more growth
2. Ensuring delivery of innovative, credible and effective sovereign capability to the defence and security marketplace
The programme will be led by a dedicated combined Leonardo and Form1 team, and reflect Leonardo’s commitment to innovation, collaboration and growing a sustainable UK defence industry.
Simon Harwood, UK Capability Director at Leonardo, said the company’s decision to establish the programme was part of a desire to adopt a new model for SME engagement.
“We recognise that many significant technological breakthroughs originate from SMEs. However, traditional accelerator programmes or framework approaches often fail to meet their needs, because they offer generic support in specific markets and limited access to revenue opportunities.
“This new initiative focuses on delivering long-term, strategic and bespoke partnerships, not short-term innovation theatre. Our goal is to develop new capabilities, and go to market in partnership with SME partners, ensuring sustainable commercial success and benefits often not realised from purely transactional supplier relationships.”
John Downes, Co-CEO at Form1, added: “We are delighted to be working with Leonardo on this initiative. SMEs face unique challenges in the defence sector, from navigating complex procurement processes to difficulties accessing funding streams. At Form1, we believe that successful partnerships are built on people and the right behaviours, not just contracts. Leonardo has fully embraced this ethos, demonstrating a genuine commitment to supporting SMEs in a way that is both practical and commercially valuable. We look forward to working together to help drive innovation and create meaningful opportunities for UK defence SMEs.”
John Ridge, Chief Adoption Officer at the NATO Innovation Fund, said: “Ensuring that breakthrough technologies from SMEs transition into real-world defence applications is key to boosting the technological edge of Allied nations. Initiatives like Leonardo’s SME Collaboration Partner Programme have an important role to play in bridging the gap between innovation and adoption, providing SMEs with the support, expertise, and market access they need to scale.”
The University of Chester’s School of Law and Social Justice has been shortlisted for two major awards for its commitment to inclusivity and making a difference in the community.
Students from the School of Law were finalists in the 2025 LexisNexis Legal Awards, held to celebrate the remarkable achievements of those making a positive impact in the legal field.
Their work has also been shortlisted for a Community Engagement Award (University Sector) in the Educate North awards, with the School, in addition, shortlisted for Law School of the Year for Embedding Employability in the Law Curriculum – joined-up thinking and action.
The School operates several student-run pro bono projects under the umbrella of Chester Community Law Project (CCLP). Each ‘Reach Out’ project is led by a student project manager and operated by student volunteers from the undergraduate Law degree.
The shortlisted project provides legal support to survivors of domestic abuse in the Chester area. Students attend weekly open access groups for women run by Independent Domestic Violence Advocates (IDVAs) from Cheshire West and Chester Domestic Abuse Intervention and Prevention Service. They provide on-the-spot legal information, guidance and moral support to attendees needing assistance because of being in an abusive relationship.
The team has also produced leaflets on topics including Non-Molestation, Occupation, Child Arrangement and Restraining Orders under the supervision of local volunteer solicitors, providing concise, easy-tounderstand guidance which have been shared widely across the Cheshire IDVA network for use at open access groups. All the leaflets are also accessible on mobile phones via the project’s Wordpress site and the team has launched a TikTok account housing short videos explaining the topics covered by the leaflets.
Students have also established an appointment-based service to assist survivors in completing applications for Non-Molestation and Occupation Orders.
The School has also been recognised for embedding employability in the Law curriculum and its joinedup thinking and action. Embedding employability within the curriculum is a significant challenge for undergraduate Law schools but including elements of the CCLP addresses this challenge head-on. In 2024, alongside other experiential activities, aspects of CCLP were integrated into the School’s Law curriculum to enhance employability opportunities for underrepresented students, improve retention and prepare students for legal careers. This initiative benefits students, the university, the regional legal sector, broader economy and civic society.
Associate Professor Andrea Todd, the Law School’s Director of Pro Bono and Community Engagement, said: “Our student volunteering team is making an outstanding impact on the lives of some of the most vulnerable in our local community and to be recognised for this at the highest level is a fitting testament to their hard work and commitment.”
Vice-Chancellor of the University of Chester, Professor Eunice Simmons added: “At Chester we are passionate about encouraging our students to play their part in the community as well as providing excellent career opportunities. The work by the Law School perfectly captures this ethos.”
There are many indicators for social inequality but perhaps the starkest are found in life expectancy figures.
THESE HAVE CONSISTENTLY HIGHLIGHTED A DEEP NORTH-SOUTH DIVIDE.
The latest analysis from charity, Centre for Ageing Better, covering 2021 to 2023, shows that this divide remains entrenched. It is at its widest - a full decade for men and eight years for women - when comparing life expectancy in individual local authority areas. The lowest life expectancy for men and women is in Blackpool at 73.1 and 78.9 years. In contrast, men living in Hart in Hampshire have the highest life expectancy at 83.4 years. Women in Kensington and Chelsea in London can expect to live to 86.5 years.
The report also found that the ten local authorities with the highest life expectancies at birth for men and women are all in the south of England and the ten with the lowest are in the north and the Midlands.
Doctors are becoming increasingly concerned. A recent survey by the Royal College of Physicians of 882 doctors found that 89% were concerned about the impact of health inequalities on their patients, while 72% had seen more patients in the past three months with illnesses related to poor-quality housing, air pollution and access to transport. It also reported that 46% of respondents said at least half their workload involved illnesses linked to social factors. One said they were seeing more people “with poor nutritional status due to poverty”, eventually leading to “prolonged and impaired recovery from acute illnesses”.
The findings are a bleak reminder of what we have known about for a long time - the harsh reality of socioeconomic inequality. This sits alongside poorer educational attainment, employment prospects, financial resilience and housing which are all contributing factors to significantly shorter lives for those in deprived communities.
Our Purpose Coalition partners are also playing their part in widening access to health and social care jobs and careers.
The impact of the pandemic and continuing costof-living challenges are still acutely felt in many places. There are more people living in poorer health throughout their lives which contributes to shorter life expectancy. Poor physical and mental health bring immense personal and financial pressures for individuals and their families but there are also wider societal costs. The communities that are impacted by the poor physical and mental health of the people who live there fail to thrive and are unable to play their full part in contributing to the country’s economic growth.
Good health and wellbeing are integral to making sure there is equal opportunity for all. That’s why The Purpose Coalition is working with NHS Trusts, and independent health and social care providers to tackle health inequality. With a unique understanding of the specific challenges their communities face, our Purpose Coalition providers have developed a range of placebased partnerships that offer expertise and support.
Although the main focus has been on delivering high-quality care for people while alleviating capacity challenges in primary and secondary care to reduce waiting lists, there is also an emphasis on providing health and social care services to underserved communities by extending the reach of outpatient services to bring care closer to where people live, for example with mobile treatment and diagnostic units. Our Purpose Coalition partners are also playing their part in widening access to health and social care jobs and careers. Recruiting from non-traditional talent pipelines and employing people who face barriers in the labour market can not only improve health but also address staffing shortages.
Our health and social care partners have made significant progress in addressing health inequalities and driving opportunity. Fostering links between public and private sectors is key to delivering better health outcomes and, ultimately, improving life expectancy rates across the country. Recognising the full impact of health inequalities - and addressing the means by which we can reduce those inequalities - must be the priority so we can support healthier individuals and build communities that thrive.
The future of the Liberal Democrats (Lib Dems) looks increasingly promising as the party continues to make strides on the political landscape, positioning itself as a progressive force capable of shaping meaningful change.
With a growing focus on key issues such as education, housing, and healthcare, the Lib Dems are well-placed to capitalise on their recent successes, provided they can maintain their momentum and effectively communicate their vision to the electorate.
At the heart of this ambition is Munira Wilson, the party’s education spokesperson and MP for Twickenham. Wilson has been instrumental in amplifying the Lib Dems’ message on critical policy areas such as education reform and the need for greater investment in skills development. As a key supporter of The Purpose Coalition, Wilson has championed collaboration between the public and private sectors to address the skills gap, a focus that aligns with her party’s broader agenda of ensuring equal opportunities for all. Furthermore, Ian Sollom – the Liberal Democrats’ recently appointed Universities and Skills Spokesperson – plays a key role and recently spoke at a Purpose Coalition event in partnership with GEDU.
The Lib Dems have long been advocates for reforming the education system to better prepare young people for the modern workforce. Munira Wilson’s work in this area has been pivotal, as she has consistently called for a more holistic approach to education, with a stronger emphasis on vocational training, digital skills, and mental health support. Her dedication to these causes has not only strengthened her personal standing within the party but also reinforced the Lib Dems’ reputation as advocates for education reform. This is particularly significant at a time when the UK’s skills shortage is becoming an ever-pressing issue, with employers across key sectors struggling to find qualified candidates.
The Lib Dems’ future success will likely hinge on their ability to carve out a distinctive position as the party of progressive, evidence-based policymaking, offering practical solutions to the country’s most pressing problems. Wilson’s advocacy for educational reform, in partnership with The Purpose Coalition, highlights a path forward that could resonate with voters who are disillusioned with the binary political divide between Labour and the Conservatives.
Recent electoral results, particularly in local council and parliamentary by-elections, have provided the Lib Dems with renewed confidence. Their success in traditionally Conservative strongholds, where they have positioned themselves as the clear alternative to Labour, suggests that they are capable of expanding their support base beyond their core regions. The challenge now is to build on this momentum and convince voters that the Lib Dems are a viable national force capable of delivering on their promises.
However, to fully capitalise on their recent gains, the Lib Dems will need to address several challenges. Chief among these is the need to present a united and coherent front, particularly on issues such as Brexit, the economy, and climate change. While their commitment to environmental sustainability and social justice is clear, they will need to refine their messaging to avoid being overshadowed by Labour’s similar policy proposals.
Furthermore, the Lib Dems must strengthen their grassroots support and engage with younger voters who are increasingly disillusioned with mainstream politics. By focusing on education reform, housing affordability, and mental health, they have the opportunity to attract a new generation of voters who are looking for a party that is in tune with their concerns.
In conclusion, the future of the Lib Dems depends on their ability to maintain their momentum and clearly differentiate themselves from the two major parties. With figures like Munira Wilson playing a key role in shaping their education policies, the Lib Dems have the potential to present themselves as a forward-thinking, solutions-driven party capable of addressing the challenges facing the UK today. By continuing to champion partnerships with organisations like The Purpose Coalition, the Lib Dems can offer a compelling vision for the future, one that resonates with voters across the political spectrum.
With 2025 now well under way, it’s only a few short months before the Government holds its next spending review in June and has the opportunity to deliver a fairer and more sustainable energy market for the UK.
Recent years have posed significant challenges to some households and businesses, with financially vulnerable families and individuals particularly hard hit by the cost-of-living crisis. If we are to protect these especially vulnerable people from ongoing issues and future shocks while ensuring lower electricity costs for everyone, it will be essential not only to introduce policies that recognise the country’s changing
economic situation, but also help unlock the potential of exciting new green technologies.
By introducing the following changes at the earliest opportunity, we can help to keep people’s bills down, but also build more support and momentum for the energy transition, ensuring the UK’s energy and financial security for the future.
We know that a significant number of households in the UK have needed help paying their bills since the beginning of the energy crisis, but effectively targeting financial support for them is a persistent challenge. In order to introduce targeted price protection that gives much needed relief to financially vulnerable people, we need better data to assess who is most in need.
To that end, E.ON is working with Stonehaven to develop a data-led approach to highlight where support is most needed using data sets predominantly from government agencies and departments. The Government can help us translate this into more targeted price protection by ensuring the best quality data is available, including assessments of household income. To fund it, we would want to continue using money from energy bill payers as is currently the model for the Warm Homes Discount, but supplement these funds with help from the Government where needed and possible.
For the energy transition to work, it is essential that we continue to push more investment in green technologies such as heat pumps and electric vehicles, while moving away from fossil fuels more broadly. However, with electricity costs in the UK already among the highest in the world and relatively poor market flexibility, there are currently only limited incentives to do so. We’ve already installed heat pumps in thousands of properties around the country, but the perceived costs of moving away from gas boilers are still deterring many consumers from making the switch, even with the offer of a grant for installation.
To solve the problem, we recommend the Government begins the process of transferring policy costs away from electricity and onto gas. This will serve to further align official policy with stated goals, and drive momentum for the energy transition.
Like the Government, we want people to switch to electric cars as quickly as possible, but existing policy makes this more difficult for some than others. For the many households without a private driveway, for instance, charging an EV at home is not an option, and using a public charge point incurs 5% VAT. In a lot of cases, this can make charging an EV more expensive than filling up with petrol or diesel.
To make electric vehicles a viable option for everyone, we suggest the Government removes VAT for public chargers, and makes use of the £950 million ring-fenced to deliver a national EV charging network as soon as possible.
As we progress further into 2025, there is cause to be optimistic. The technologies now available to us such as solar panels, EVs, and domestic batteries are opening all new avenues for innovation.
For instance, we are currently preparing a pilot for the UK’s first Energy Sharing Community, equipping public buildings with solar PV to help them generate electricity and sell surplus to local homes. We also have a project already underway in Coventry putting batteries in financially vulnerable households at no upfront cost, which over the long-term we believe will offer better and more economically efficient support than existing measures.
These and many of the other solutions we’re working on rarely require great technological breakthroughs or massive new infrastructure, but rather a change of policy that helps unlock the potential of progress that has already been made. That’s why we’re asking the government to consider these changes at the next spending review – because, through actions great or small, it’s on us to make new energy work.
The recent local elections have jolted the UK’s political landscape, revealing a restless electorate and a deepening undercurrent of transformation. Held on May 1st, less than a year after Labour’s historic general election landslide, these results don’t just redraw the local map - they rewrite the national narrative.
The Conservatives’ local collapse is both numerical and symbolic.
Once dismissed as a protest outfit, Reform UK has powered into the political mainstream. Winning the Runcorn and Helsby by-election by just six votes in Labour territory and seizing control of Staffordshire County Council with 49 out of 62 seats, the party has become a real power broker. Its most high-profile victory came with Andrea Jenkyns’ triumph in Greater Lincolnshire’s first-ever mayoral race.
What fuels this momentum? Reform’s base lies in Britain’s deindustrialised heartlands, animated by postpandemic grievances, migration fears, and a distrust of Westminster. With its infrastructure and national profile solidifying, Reform is now a direct threat to both Labour’s Red Wall footholds and the Conservatives’ crumbling base.
Labour retained key mayoralties - in Doncaster, North Tyneside, and the West of England - a testament to its urban strongholds. But alarm bells are ringing. In Doncaster, victory came by a margin of just 700 votes over Reform. More worrying, Labour made few council gains and lost ground in traditionally loyal workingclass areas. The party’s challenge is psychological as much as strategic: translating its cautious, managerial governance into a message that resonates emotionally, especially in areas losing faith in establishment promises. The rise of independents in places like Batley and Leicester South highlights this fragility.
The Conservatives’ local collapse is both numerical and symbolic. From once-dominant control in Staffordshire, the party has been reduced to just 10 seats. It lost every single council it defended - including strongholds in Kent, Durham, and Derbyshire. With morale tanking and internal rifts widening, the Tories now face an existential question: should they veer right to reclaim Reform defectors or pivot toward centrism to challenge Labour?
The Liberal Democrats and Greens may not have stolen headlines, but both made meaningful progress. The Lib Dems strengthened their hold in the South East and West, capitalising on tactical anti-Tory votes. The Greens built on 2024’s momentum, especially in cities like Bristol and Norwich, though the first-past-the-post electoral system continues to limit their seat count. These parties remain influential on issues like climate policy and urban development - areas where major parties often tread carefully.
Labour’s underperformance in the local elections reflects a growing public impatience. Communities are no longer satisfied with rhetoric; they are demanding rapid and visible improvements in skills, infrastructure, and social inclusion. At the same time, the rise of Reform is not solely driven by ideology but by geography. Many deindustrialised towns feel overlooked, and their political leanings increasingly reflect that frustration. For universities, councils, and businesses, this means genuine engagement with these communities is no longer optional but essential.
The growing success of independent candidates also signals a broader shift in public trust from large institutions to individuals and grassroots, community-led actors. As a result, national strategies must now be rooted in the specific needs and realities of local areas. Critically, devolution is accelerating. Metro mayors, even those representing insurgent parties, are calling for increased autonomy. This push for local control is likely to result in greater regional divergence in policy and a stronger demand for tailored, place-based partnerships.
The UK electorate remains in flux. Labour’s 2024 victory has not yet crystallised into a new consensus. Reform’s insurgency, rising independent candidates, and voter apathy all point to one thing: trust is fragile and communities across the country are demanding delivery.
The UK Government has launched its AI Opportunities Action Plan, aiming to harness artificial intelligence to boost economic growth, create jobs, and improve public services. The plan, published on 13th January 2025, is a key part of the government’s Industrial Strategy and aligns with its wider economic and digital transformation goals.
The plan was commissioned shortly after the General Election in July 2024 and led by Matt Clifford, Chair of the Advanced Research and Invention Agency (ARIA). It outlines a multi-faceted approach to AI adoption, supported by a £14 billion private sector investment that will help drive innovation and infrastructure development across the UK.
The government sees AI as central to its ‘Kickstart Economic Growth’ mission, which aims to increase national productivity. According to the International Monetary Fund (IMF), AI has the potential to raise productivity by up to 1.5 percentage points annually, potentially adding £47 billion to the UK economy each year over the next decade.
Cabinet ministers have been tasked with exploring AI adoption in their respective departments to maximise efficiency and innovation.
The plan introduces several major initiatives to accelerate AI adoption and its integration into the economy:
AI Growth Zones – New designated areas aimed at streamlining planning processes for AI infrastructure. The first will be in Oxfordshire, home to the UK Atomic Energy Authority, with more locations to follow.
National Data Library – A new initiative to securely unlock the value of public data for AI development while maintaining ethical safeguards.
AI Energy Council – Co-chaired by Science Secretary Peter Kyle and Energy Secretary Ed Miliband, the council will collaborate with energy companies to address the power demands of AI technology.
AI in the Public Sector – A dedicated government team will explore AI solutions to reduce administrative burdens and improve efficiency in public services.
Investment in AI Infrastructure – Companies such as Vantage Data Centres, Nscale, and Kyndryl have committed £14 billion to AI infrastructure projects, creating over 13,000 jobs nationwide.
The AI Opportunities Action Plan aligns with the government’s five core missions:
Kickstarting Economic Growth – Driving investment and job creation through AI innovation.
Making Britain a Clean Energy Superpower –Using AI to optimise energy consumption and support the green transition.
Building an NHS Fit for the Future – Implementing AI-driven efficiencies in healthcare.
Breaking Down Barriers to Opportunity – Ensuring AI adoption promotes inclusivity and accessibility.
Taking Back Our Streets – Leveraging AI for public safety and crime prevention.
The AI Opportunities Action Plan sets the foundation for the upcoming Digital and Technology Sector Plan, which will further outline the government’s vision for digital transformation. Cabinet ministers have been tasked with exploring AI adoption in their respective departments to maximise efficiency and innovation.
With significant investment and strategic focus, the government aims to position the UK as a leader in AI development and application. The coming months will be crucial in determining how effectively these initiatives translate into real-world benefits for businesses, communities, and the public sector.
The government aims to position the UK as a leader in AI development and application
Hexham’s MP Joe Morris recently visited the town’s local Travelodge to see first-hand how the company is supporting the local tourism economy and delivering high quality jobs for people across Tynedale and Northumberland.
Joe was elected to Parliament as an MP in the July 2024 General Election, becoming the first Labour MP to represent Hexham. Prior to his election, Joe worked several jobs, starting as a cashier at Corbridge Co-op, working in the UK steel sector and serving as both a junior and senior staff member in other MPs’ offices.
Hexham’s Travelodge was officially opened in Summer 2022 – a multi-million-pound investment, close to the railway station, and which has created 27 jobs within the local community. In 2023, the site marked the national launch of Travelodge’s Impact Report with the Purpose Coalition, outlining the group’s commitment to social mobility.
This includes Travelodge’s own Aspire programme. This four-level comprehensive programme provides a clear pathway of development and career mapping for hotel and maintenance colleagues to progress from entry level roles through to a District Manager level. Two of the levels allow colleagues to gain a formal qualification by way of an apprenticeship.
During the visit, Joe met with Travelodge’s Director of People Services and Inclusion, Lynne Hookway and the local Hexham Travelodge Manager, alongside the wider team in Hexham to learn more about the company’s work locally. The local MP also had an opportunity to join housekeeping staff to prepare a bed for guests’ arrival.
Lynne Hookway of Travelodge said:
“It was fantastic to welcome Joe Morris to Hexham’s Travelodge to meet our local team, see our work firsthand to deliver for guests, and support job opportunities for local people across Tynedale.
“Since we opened in 2022, Hexham’s Travelodge has got off to a flying start. Located at the gateway to Hadrian’s Wall, we are proud to support the local economy, and research shows Travelodge customers will spend on average double their room rate with local businesses during their stay. At Travelodge, our colleagues are at the heart of our business, and we are committed to providing an inclusive workplace where everyone can Learn More, Earn More & Belong”
Successful collaboration was evident at the very first session of the Partnerships with Purpose initiative, with a specific focus on a mental health project that could be rolled out across the country.
Chaired by Lord Walney in his role as Engagement Director as part of the wider Purpose Coalition, the scheme aims to set new standards for cross-sector partnerships, creating positive and impactful change.
This first meeting brought together 25 businesses, universities, NHS Trusts and independent health and social care organisations to share ideas and best practice with a view to collaborating on the challenges currently facing the country.
The session featured two organisations on the frontline of tackling mental health issues which have such a negative impact on individuals and their families but also on productivity and economic growth. Mark Sutton from rail company Southeastern and Victoria Buxton-Helyer from Kent and Medway NHS & Social Care Partnership Trust highlighted how working together to share each organisation’s expertise and resources has led to a partnership which is achieving better outcomes.
Through the Purpose Coalition, the two organisations had identified an opportunity to work together to provide greater mental health support to those who present in a vulnerable state at train stations across the country.
They have since developed a strategy to place a mental health nurse on site in stations so that specialist support is immediately available for those who need urgent help. A 12-week trial, with a trained mental health nurse placed at Canterbury East railway station - identified as a location which would benefit from accessible mental health support - is currently taking place. The session included a thought-provoking discussion on some of the challenges the implementation of the partnership posed, including obstacles such as insurance and risk assessments, buy-in from employees and finding suitable locations. It also heard about the benefits it is generating such as the sharing of best practice and expertise and the chance to upskill colleagues through knowledge transference from other companies.
The initiative’s effectiveness is being tracked to see how successful it is in providing immediate support and signposting guidance to mental health services,
ensuring that vulnerable individuals have the best possible outcomes. Mark and Victoria will report back on progress and hope to expand the project to other partners once this trial is complete.
There were also offers of help from other businesses such as Sodexo, an organisation which itself is already driving a successful partnership with prisons across the country to improve employability for ex-offenders.
Lord Walney encouraged the session’s participants to actively seek out opportunities for partnership and the sharing of best practice and resources with other Purpose Coalition members, with the aim of driving forward positive change and outcomes. He highlighted the particular importance for smaller businesses which could benefit from the resources of larger organisations to implement their vision of positive change. The creation of a toolkit to map out what an effective partnership might look like was also discussed as a positive step in fostering a culture of collaboration within the Purpose Coalition. It could also be shared with members of the government to encourage consideration of policies that would facilitate the creation of partnerships on a wider scale.
There will be another session later in the year when businesses and organisations can report on their collaborative efforts. In addition to mental health and wellbeing, further areas for partnership will focus on justice and rehabilitation, youth opportunity, health inequalities and digital inclusion and skills. A best practice report, detailing successful partnerships with recommendations for further action, will be published in the summer.
A new Purpose Coalition project with leading accountancy firms has launched a programme of action to deliver equality of opportunity in the accountancy sector. A report detailing the initiative, Breaking Down Barriers to Accountancy, was introduced in Parliament to an audience of professionals, MPs and policymakers.
The collaborative project saw eleven accountancy firms and a number of education institutions come together in a series of roundtables to develop strategies that will help ensure that opportunities within the accountancy profession are equally accessible to everyone.
The report sets out insights from the roundtables based on four key areas - outreach, access, recruitment and progression – and includes examples of best practice, as well as wide-ranging perspectives from participants on the challenges they continue to face.
The report also features a full set of recommendations for each area. They are intended to focus the sector’s efforts on attracting and retaining people from diverse backgrounds and groups who disproportionately face challenges and are traditionally underrepresented in the profession as a result.
Recommendations include;
• Targeting outreach and access work in social mobility coldspots, giving young people from lower socioeconomic backgrounds the chance to gain exposure and insight into the profession;
• Seeking out the voice of young people, and the sector’s future employees, to help shape programmes and initiatives; and
• Continuing collaboration within the sector to amplify best practice and to share resource to overcome challenges.
Acknowledging the value of the project, Chair of the Purpose Coalition and former Education Secretary, Rt Hon Justine Greening, said: “This has been a fantastic opportunity to bring leading representatives of the accountancy profession together to hear firsthand about the challenges the sector faces in maintaining a talent pipeline that is fully representative of the communities it serves. It was also important that we worked alongside Purpose Coalition education institutions so that the earlier stages of an individual’s route to an accountancy career were considered as part of the drive towards creating a more inclusive and equal industry.
“I hope that the detailed recommendations included in the report will be a valuable resource for other accountancy firms to help them develop and implement their own strategies so that the sector becomes one which creates opportunity for all, regardless of background or circumstance.”
Chair of the Breaking Down Barriers Commission and former member of Sir Keir Starmer’s Shadow Cabinet, Nick Forbes CBE, said: “It is hugely important that businesses understand the barriers to opportunity that still prevent too many people from getting on. The work this innovative project has produced has shone a light on the wealth of best practice that the best companies are already undertaking but also highlighted where barriers still remain. Crucially, it provides the tools that can help shape the future of the accountancy sector so that it can attract and retain talent wherever it is found.”
The Breaking Down Barriers to Accountancy report can be found here: purpose-coalition.org/impact-reports/accountancy
Kemi Badenoch’s first six months as leader of the Conservative Party have been defined by her determination to steer the party in a new direction following its bruising defeat in the 2024 general election. With Labour securing a strong majority, many questioned whether the Conservatives could recover from such a heavy loss, and Badenoch now faces the challenge of restoring faith in the party and reconnecting with disillusioned voters.
Despite the next election being potentially over four years away, all eyes will be on Badenoch to see if she can turn the Conservatives’ fortunes around and re-establish the party as a credible alternative to Labour.
Since taking charge, Badenoch has wasted no time in outlining her vision for the future of the Conservative Party. Her leadership has been marked by a clear focus on economic conservatism, reducing bureaucracy, and positioning the UK as a leader on the global stage. Key to her strategy has been the launch of the Policy Renewal Programme in March 2025, which was unveiled in a major speech earlier this year. The programme aims to refresh the party’s policy offering, focusing on areas such as business innovation, infrastructure investment, and social mobility. It is a bold attempt to address the disconnect many voters felt with the party in the run-up to the 2024 election, which saw several traditional Conservative strongholds fall to Labour.
One of Badenoch’s central priorities has been to address the concerns of voters who felt left behind by previous Conservative policies. She has placed a strong emphasis on economic growth and job creation, particularly in areas that have seen less investment in recent years. Her vision is one of a Britain that thrives through innovation, with businesses supported to grow and create opportunities for young people. In this respect, Badenoch has sought to differentiate herself from Labour, positioning the Conservatives as the party that can deliver real, sustainable economic growth.
However, while her policy renewal programme has been welcomed by many within the party, the real test will be whether it resonates with the wider electorate. The 2024 general election loss highlighted a significant shift in voter sentiment, with many traditional
Conservative voters turning away, frustrated by the party’s internal divisions and perceived lack of direction. Badenoch has worked hard to unite the party, promoting a message of discipline and focus, but challenges remain in overcoming the party’s recent history.
Badenoch has also focused on building relationships with key business leaders and stakeholders. Her efforts have included roundtables and discussions with figures across industries to ensure that the Conservative Party remains a champion of enterprise and innovation. These engagements are part of her broader effort to demonstrate that the Conservatives remain the party of business, capable of driving forward the UK’s economy in a competitive global environment.
While there are signs of progress, it is clear that Badenoch faces a long road ahead. Rebuilding the party’s reputation and winning back voters will require not only strong leadership but also tangible results that show the Conservatives can deliver on their promises. Badenoch’s focus on policy renewal and economic growth provides a clear framework for the party’s recovery, but the success of this strategy will depend on whether she can turn these ideas into meaningful action that resonates with the British public.
Despite the next election being potentially over four years away, all eyes will be on Badenoch to see if she can turn the Conservatives’ fortunes around and re-establish the party as a credible alternative to Labour.
Ashley Dalton MP has been appointed as the new Minister for Public Health and Prevention, following the dismissal of Andrew Gwynne from the role.
Dalton’s promotion to Minister for Public Health and Prevention is seen as a strong signal of the government’s commitment to prioritising public health.
Dalton, the MP for West Lancashire, steps into a critical position within the Department for Health and Social Care. Her appointment reflects a renewed focus on prevention as a key priority for the government, particularly in light of recent health policy advancements, including the Tobacco and Vapes Bill, which is currently making its way through Parliament.
Dalton brings a wealth of experience to the role. Before her election to Parliament in 2023, she worked at Southend on Sea Council and had previously contested Rochford and Southend East in both the 2017 and 2019 General Elections. Her prior political roles include serving as the Parliamentary Private Secretary to Health Secretary Wes Streeting and Shadow Minister for Women and Equalities during her time in Opposition. These roles have equipped her with valuable insights into the healthcare landscape, which will serve her well as she takes on her new responsibilities.
As Minister for Public Health and Prevention, Dalton will play a crucial role in shaping the government’s preventative health strategy. Prevention has increasingly become a focal point in the UK’s approach to public health, as the government seeks to reduce the burden on healthcare services by addressing the root causes of many health issues before they require medical intervention. This approach not only improves health outcomes for individuals but also has the potential to deliver significant cost savings for the NHS.
Dalton’s appointment comes at a time when the government is ramping up its efforts in this area, as reflected by the significant additional health spending
announced in the October 2024 budget by Chancellor Rachel Reeves. This funding boost is expected to bolster the government’s ability to implement a range of preventative measures, with a particular focus on reducing the prevalence of smoking and vaping through new legislation.
In her new role, Dalton joins a formidable team at the Department for Health and Social Care, working alongside high-profile colleagues such as Wes Streeting MP, Secretary of State for Health and Social Care, Karin Smith MP, Minister of State for Health, and Stephen Kinnock MP, Minister of State for Care. Together, this team will drive forward the government’s health agenda, with prevention at the heart of their efforts.
Dalton’s promotion to Minister for Public Health and Prevention is seen as a strong signal of the government’s commitment to prioritising public health. Her background, particularly her work with the Purpose Coalition in bringing together businesses and universities to promote diversity and inclusion, positions her well to lead on health initiatives that are inclusive and far-reaching. The Purpose Coalition has been a key player in promoting progressive policy solutions, and Dalton’s involvement in their work demonstrates her dedication to driving positive change in the public health arena.
With a strong track record of leadership and a clear focus on prevention, Ashley Dalton’s appointment is a positive step for the government as it continues to tackle some of the most pressing public health challenges facing the UK today.
Leading with science, powered by purpose.
Serco UK has unveiled its Net-Zero Action Plan (NZAP), a roadmap to cut carbon emissions and protect the environment - with the ultimate goal of achieving Net Zero by 2050, or sooner.
In 2024, Serco became 100% reliant on renewable-sourced electricity globally.
The strategy isn’t just about internal targets. It’s about supporting customers, suppliers and communities on a collective journey to a greener future. And now, with its science-based targets officially validated by the Science-Based Targets initiative (SBTi), Serco UK has added weight to its climate commitments.
Its NZAP hinges on clear leadership, innovation, and collaboration - and it’s already delivering. In 2024, Serco became 100% reliant on renewable-sourced electricity globally. It aims to cut operational emissions - Scope 1 and 2 - by 46% by 2030, alongside a 25% reduction in emissions from travel and energy use in its supply chain - Scope 3. And by 2028, Serco wants 95% of its suppliers, by emissions, to have science-based targets in place too.
Fleet to Future: Electrification in Action
In partnership with PurpleSector, Serco UK is helping to decarbonise the Royal Navy’s auxiliary fleet through the CHAMP2 project.
From refuse trucks to Royal Navy vessels, Serco’s drive to decarbonise its fleet is gaining pace. A pilot in Hampshire using repowered electric refuse collection vehicles saved nearly 9 tonnes of CO₂e in just eight weeks - proof that sustainable innovation can also be practical.
Meanwhile, in partnership with PurpleSector, Serco UK is helping to decarbonise the Royal Navy’s auxiliary fleet through the CHAMP2 project. This cutting-edge initiative uses Formula One technology to develop electric hybrid propulsion systems for maritime vessels, with promising early signs of significant fuel and emissions savings.
“Like a train on a track, social value runs through our veins”
Avanti West Coast’s Dr Theresa Robberts launched the operator’s Social Value Report at a parliamentary reception.
Avanti West Coast is proud of the progress it has made, including enriching the lives of more than 8,000 children, through its school’s engagement programme
The Social Value Report is a representation of its determination to look after its people, planet, passengers, and the communities it serves. Avanti West Coast is passionate about engaging people and understanding the positive impact it can have on them, and their lives. It acknowledges the important role rail plays communities right across the country and works to ensure its services benefit all communities across its footprint, and in the surrounding areas.
For Avanti West Coast, it is part of its DNA. In 2023/24 alone, it created £345 million in social value, an almost two-thirds increase on the previous year, as it works towards its target of hitting £1 billion by 2031.
Through continued work with industry experts like the Rail Safety and Standards Board the organisation is making cleaner, more sustainable rail travel a realityand measuring the impact this has on society.
Avanti West Coast is proud of the progress it has made, including enriching the lives of more than 8,000 children, through its school’s engagement programme, Feel Good Field Trips and numerous station-led events. It has also hosted more than twice the number of community events and programmes at its stations in 2023/24 compared to the previous year, and supporting 76,633 customers through its Passenger Assist channel.
Working with The Purpose Coalition, Avanti West Coast is committed to go even further, building on its progress to achieve concrete, measurable improvements - with a focus on removing the barriers to opportunity across its communities.
This continued focus was recently recognised at The Purpose Coalition’s Breaking Down Barriers Awards 2025. Avanti West Coast won the award for Purpose Goal 11 – Infrastructure for Opportunity, recognising the critical impact of the operator – connecting the nation’s major cities including London, Birmingham, Manchester, and Glasgow. Dr Theresa Robberts also won a spotlight award personally for her work on the Social Value Report, and her committed work to ensure passengers from all backgrounds can access opportunity, directly and indirectly through rail services.
The rail industry gives independence to its customers with disabilities and special needs.
Theresa is visually impaired herself, which means she has direct experience of the impact removing barriers in areas like education, health and employment can have. Theresa and Avanti West Coast are pleased that in over 2023/24, its teams have supported thousands of customers, providing information and assistance to ensure hassle-free journeys and making their lives easier. The organisation has also taken an innovative approach, ensuring its new trains have improved wheelchair spaces, better accessible toilets, and Braille and large print labels on seats, and with Good Maps, a wayfinding indoor GPS, helping passengers find their way around our stations.
“The rail industry gives independence to its customers with disabilities and special needs. I am incredibly proud to work at an organisation committed to making such a positive change and privileged to work with colleagues who I know are as driven as I am to deliver on this commitment. We hope to be able to continue to work with stakeholders to build on all that is set out in our report, so together we can deliver even more social value.”
Dr Theresa Robberts, Social Value and Accessibility Manager –Avanti West Coast.
Equiniti and The Purpose Coalition have launched a new Impact Report showcasing how the financial services provider is engaging with key barriers to financial resilience, social mobility, and opportunity across the UK. The report outlines how Equiniti is leveraging its expertise and resources to support individuals, businesses, and communities in building financial stability, which supports greater access to economic opportunity.
As a leading provider of share registration, pension administration, and financial technology solutions, Equiniti serves tens of millions of people and supports some of the world’s largest organisations. With a strong presence in the UK, US and India, Equiniti delivers critical financial services that help businesses and individuals manage risk, build financial resilience, and navigate complex regulatory environments.
Rt Hon Justine Greening, Chair of the Purpose Coalition, emphasised the critical role of the financial sector in driving social mobility:
“Financial resilience has never been more important. Poor financial resilience nearly always accompanies poor social mobility, meaning people cannot achieve key life milestones. The financial services sector has a key role to play in making opportunity more accessible, and this report showcases how Equiniti is rising to the challenge, using its expertise to create real impact.”
The Breaking Down Barriers Commission, led by Nick Forbes CBE, has been instrumental in working with businesses like Equiniti to address structural inequalities.
Financial resilience is essential for enabling people to weather the risks they face in life.
Nick Forbes CBE, Chair of the Breaking Down Barriers Commission, added: “Under a government focused on economic growth, businesses have a redefined role to act as forces for good in the communities they serve. The financial services sector in particular must work with policymakers to tackle poor financial resilience. This report highlights how Equiniti is expanding digital inclusion, supporting financial resilience, and opening up career opportunities in financial services to diverse talent.”
Equiniti’s commitment to financial resilience is reflected in its ongoing efforts to demystify financial processes, provide accessible savings solutions, and promote community engagement. The company’s Chief Risk Officer, Adam Green, added:
“Financial resilience is essential for enabling people to weather the risks they face in life. With more secure foundations, people develop the confidence needed to break down barriers and pursue their goals and dreams. Equiniti is dedicated to championing inclusive financial services, providing individuals and organisations access to range of products and services which help them manage economic uncertainty and build a more secure future.”
The report provides a blueprint for how businesses in the financial services sector can drive meaningful change. It highlights Equiniti’s digital transformation initiatives and focus on social impact, demonstrating the company’s commitment to reducing financial barriers and fostering a fairer, more inclusive economy.
Liverpool John Moores University (LJMU) is an institution that raises people up.
The university champions change through academic excellence and world-leading research and by creating opportunities for people and supporting people at home and abroad.
Professor Phil Vickerman, Pro-Vice Chancellor for Student Experience at LJMU, explores what leading with purpose means to the university and how it strives to be a force for good in society.
Phil, What inspires you personally to lead with purpose?
I have a deep commitment to the success of all our students and this drives me with real purpose in helping students navigate their educational journey. I am inspired by the positive impact higher education makes to the life experiences and choices students make.
I am personally driven by co-creation of high-quality experiences where all students feel valued and supported. After struggling myself in school, it was only through great teaching and supportive advice and guidance at college and university my passion for learning was fired, and I want to see such opportunities be available to everyone.
Can you share a story or moment that shaped your own leadership?
I have had many opportunities to develop my leadership skills in higher education. I remember one manager who told me when I had been appointed into a leadership position I would “have to toughen up and not be as accommodating.” Speaking to my mentor about this conversation they gave me three great pieces of advice I live by to this day:
1. Do not change who you are, because you have got where you are by being your authentic self.
2. It is ok to say when you have got things wrong or need to take a different approach.
3. Remain empathetic, self-aware, and goal oriented and this will serve you well with the people you lead.
Why is your organisation committed to breaking down barriers to opportunity?
Liverpool John Moores University is committed to breaking down barriers to opportunity as part of our mission to promote equity, inclusion, and community engagement.
We have a long history of facilitating access to transformational education for students from underrepresented communities and we value the richness diverse communities bring and work hard to remove the structural and systemic barriers limiting student success.
LJMU embeds inclusivity in its vision, values and leadership to break the cycles of disadvantage. In recognising the barriers and challenges we are halfway there to addressing the limiting factors to engagement and success. We see the transformational impact education brings to everyone as a force for good.
Tell us about one or two of the many things LJMU is doing to create opportunity.
One would be the work of our Legal Advice Centre. 45% of LJMU Law undergraduates come from disadvantaged neighbourhoods. The Clinic offers all students supported work on the live cases that come through the door, something that massively improves their employability. One student, Beyza came to us from an immigrant Turkish family in Toxteth and helped establish the interpretation service at the clinic for non-native English-speaking clients, She’s now a fully trained solicitor specialising in Court of Protection and Adult Social Care.
Liverpool John Moores University is committed to breaking down barriers to opportunity as part of our mission to promote equity, inclusion, and community engagement.
I’m also proud of the fact that we are emerging as an anchor institution in racial equality for city region employers seeking to diversify their workforce. We held a kick-off event very recently attended by the likes of Everton FC, NHS University Hospitals Liverpool and Merseyside Police. The resounding message was that the more we work with employers, the better together we can help graduates from minority groups to overcome barriers to achievement.
The UK Government has published its long-awaited National Procurement Policy Statement (NPPS), setting out strategic priorities for public procurement. The policy aims to streamline procurement processes while ensuring that public spending delivers value for money and contributes to broader economic, social, and environmental goals.
By simplifying procedures and embedding best practices, the government aims to make the UK a leader in innovative, responsible, and transparent procurement
The NPPS aligns with the Procurement Act 2023, requiring public sector organisations to embed key priorities into their procurement strategies. The focus is on fostering economic growth, supporting small businesses, driving innovation, and ensuring that procurement decisions benefit communities across the UK.
Georgia Gould MP, dubbed the ‘Minister for Missions’, has been instrumental in shaping this approach. Working closely with the Breaking Down Barriers Commission, she has expanded upon her successful ‘Citizens Assemblies’ model from her tenure as Camden Council leader, applying these principles to Westminster Roundtables to encourage community-driven decision-making.
The National Procurement Policy Statement introduces a number of measures to ensure that procurement delivers meaningful outcomes beyond cost efficiency:
• Delivering Value for Money – Ensuring public funds are spent efficiently by balancing cost, quality, and socio-economic benefits.
• Driving Economic Growth – Supporting small and medium-sized enterprises (SMEs) and social enterprises to strengthen supply chains and local economies.
• Delivering Social and Economic Value –Embedding public benefit principles into procurement decisions and ensuring suppliers maintain high ethical and environmental standards.
• Building Commercial Capability – Strengthening procurement skills across government entities and encouraging collaboration to reduce costs.
The NPPS is a key part of the government’s broader strategy, aligning with its five missions to improve public services and economic resilience:
• Kickstarting Economic Growth – Creating procurement opportunities for SMEs and social enterprises, driving job creation and innovation.
• Making Britain a Clean Energy Superpower –Supporting net-zero targets through sustainable procurement and green technologies.
• Building an NHS Fit for the Future –Encouraging suppliers to support public health objectives and fair employment practices.
• Breaking Down Barriers to Opportunity –Ensuring inclusive procurement that supports diversity and disadvantaged groups.
• Taking Back Our Streets – Using procurement to strengthen communities by supporting organisations tackling crime and social inequality.
Public sector bodies will need to incorporate the NPPS principles into their procurement strategies, ensuring that procurement decisions contribute to national objectives. The introduction of a public interest test will help determine whether services should be outsourced or provided in-house for greater efficiency.
By simplifying procedures and embedding best practices, the government aims to make the UK a leader in innovative, responsible, and transparent procurement. As organisations adapt to these changes, businesses and communities stand to benefit from a procurement system that prioritises long-term social and economic impact.
Paper authored by Colt CEO Keri Gilder provides critical insights into AI infrastructure requirements, leadership and vision
Colt Technology Services (Colt), the global digital infrastructure company, has published a white paper entitled ‘Supporting AI in the UK: a White Paper to government’ which outlines key steps to unlock AI’s potential as a growth driver.
The paper, authored by Colt’s CEO Keri Gilder in conjunction with EY, highlights the transformative opportunities presented by AI and offers actionable steps for the UK to harness AI’s power and potential. The document also outlines the risks presented by a failure to act fast, suggesting the UK could be relegated to a ‘secondary player in the global economy’.
By facilitating critical infrastructure upgrades, fostering a supportive regulatory environment, leveraging regional strengths and cultivating a highly skilled workforce, the UK Government can deliver outcomes that will strengthen the AI ecosystem, promote adoption across sectors and position the UK as a global innovation leader without the need to negatively impact public funding, Colt believes.
As a trusted digital infrastructure leader, Colt’s vantage point across the global technology industry – alongside its track-record in building secure, sustainable, nextgeneration fibre networks which are fundamental to the AI economy – leaves it well positioned to share experience and insight. Author and CEO Keri Gilder has an engineering background and is one of the most recognised and respected leaders in the international telecoms world.
The Colt paper outlines four ways it believes the government should act to help reposition the UK as an AI superpower:
1. Shape a supportive environment: establish robust, pro-innovation regulation and a streamlined planning processes to create a stable policy environment for AI
2. Facilitate cross-sector coordination: act as a unifying force by harmonising policies, identifying synergies and addressing varying sectoral requirements
3. Maximise strategic leadership and vision: champion AI adoption, identify sectoral opportunities, and showcase public sector best practices to build confidence in AI
4. Enable flexible funding support: leverage fiscal tools, targeted R&D funding, and flexible mechanisms to unlock private investment and drive innovation
AI has the potential to transform the UK’s socioeconomic growth –to drive lasting change which brings together public and private investment, talent and insight to improve lives and protect the environment.
Commenting on the paper, Keri said, “AI has the potential to transform the UK’s socioeconomic growth – to drive lasting change which brings together public and private investment, talent and insight to improve lives and protect the environment.
The UK government’s AI Opportunities Plan is a significant step forward in reaching this potential with clear and decisive measures, but we need to see this plan prioritised and accelerated. We need to keep the question of sustainability and power consumption high on the agenda and we must make sure the plan solves rather than reinforces digital exclusion.”
She continued, “Our goal behind this paper is to share the deep insights and experience we’ve gained as a vital part of the UK’s digital ecosystem, and to encourage conversations which explore ways the UK can capitalise on the AI revolution and drive remarkable, lasting change.”
Download ‘Supporting AI in the UK: a White Paper to government’ here: https://www.colt.net/resources/ new-white-paper-outlining-steps-for-uk-to-accelerateai-as-a-growth-driver/
For some time, the corporate world has focused on widening out opportunities – for women, on ethnicity, disability and sexuality.
On all these fronts, there’s been an important concerted push to reach a broader community than in the past. So perhaps the debate has come full circle as it now switches to boys and young men, often – but not exclusivelywhite working-class boys.
The Centre for Social Justice’s recent report, Lost Boys, highlights it as a group struggling in education, more likely to take their own lives or be involved in crime and less likely to get into stable work. It’s worth reflecting on how all these groups can be a priority – can that really be possible? If everything’s a priority, doesn’t that risk meaning nothing is a priority?
Actually, we can see an explanation when we view the drive to equality of opportunity more as a process. As a nation, we’ve made real progress to ensure that everyone can bring their talent to the table. The Gender Pay Act and subsequent mandatory gender pay gap reporting, the Parker Review into the ethnic diversity of UK boards, the Disability Discrimination Act and the Equality Act have all brought more transparency and better targeted action to break down the barriers that previously prevented people in those underrepresented groups from getting on.
These steps forward have all been necessary, but we have to be clear-sighted that they’re only part of the solution if we are to have true equality of opportunity. We have undoubtedly created more capacity for more people to get in and get on in employment but there’s more to do. The reality is that progress has been made by those most able to make it – those with fewer barriers to overcome who could take advantage of it. In practice, they were often those from higher socio-economic groups who had previously faced discrimination, on gender or ethnicity or in other protected characteristic areas. Having addressed that barrier and with relatively few others remaining, they have perhaps been able to access advice, resources and networks and progress in employment. It may be that what the Lost Boys report tells us is that whether you have a protected characteristic or not, those from lower socioeconomic backgrounds find it far less easy to take advantage of any extra capacity to access the opportunities we have built into corporate Britain. As a result, those communities are still not getting the breaks. Too many remain out of reach of good opportunity, and that’s the case for everyone living in them – including boys and young men, as well as those groups we’ve more traditionally focused on with protected characteristics. It’s a waste of individual talent and a block on economic growth.
In Britain, it means businesses looking across their diversity and inclusion activities to redouble their efforts by targeting them towards social mobility cold spot communities.
We need a national effort to connect all those from underprivileged communities to opportunities. Businesses and other organisations should not only ensure that those from lower socioeconomic backgrounds have access to the right information and advice so that they are clear about the opportunities on offer, but also provide upskilling, reskilling and mentoring to enable them to progress at the same rate as others from more privileged backgrounds. It’s more than just how we respond to the Lost Boys challenge. Without this we’ll find it far harder to take our next steps, for example, in reaching gender parity and on ethnicity, because those people are part of left behind communities too.
This isn’t an either/or situation. The challenges of sexism and racism mean we absolutely need to continue our efforts to address them. But we need to recognise that ultimately none of those protected characteristics barriers are fully addressed until we fix social mobility and see them through the lens of lower socio-economic background. In Britain, it means businesses looking across their diversity and inclusion activities to redouble their efforts by targeting them towards social mobility cold spot communities.
Let’s recognise that a successful and fairer future lies in actively lifting up lower socioeconomic groups wherever they are across the country to unlock potential and create opportunity for all. That’s why the work of the Purpose Coalition is so crucial, because it aims to do just that.
The first ‘smart’ electricity substation in the UK has been installed in Kent – ready to ‘talk’ to other sites and share power to where it’s most needed at peak times.
British utility UK Power Networks’ Maidstone substation is the first in a series to be equipped to communicate, in an advanced way, to other sites which could allow more distributed generators to connect to the network across the South East of England.
UK Power Networks’ innovative Constellation trial is installing powerful computers in existing substations to better analyse power flows, and redirect energy to optimise infrastructure and cater for future needs.
The next-generation digital substations will use AI and machine learning to allow more energy to be safely released onto the network, and help accelerate the UK’s transition to net zero carbon emissions.
If the trial is successful, in future, strategicallypositioned smart substations could allow network operators to dynamically shift the settings, freeing up to 50% of additional capacity when it is safe to do so.
Allington Energy from Waste has become the first distributed generator to connect to the new system, with a dedicated smart substation installed at its Maidstone site. A further five smart substations are set to be installed throughout the South East of England as part of the ongoing trial.
While these digital solutions are already live on the Constellation platform, UK Power Networks will continue to develop and trial new solutions, unlocking solutions that could easily be introduced onto the platform in future.
Luca Grella, Head of Innovation at UK Power Networks said in a release: “This is a groundbreaking innovation for our network, and the first of a series of smart substations which could make a real difference for our customers and the environment.
“Enhancing the service provided to our energygenerating customers, and making our network more resilient in the process, will go a long way to preparing our network for a decarbonised future, and will allow more renewable energy resources to connect.”
Juergen Schaper, Operations Director (Energy Division) at FCC Environment which owns and operates Allington Energy From Waste said: “As one of the UK’s leading waste and resource businesses, we focus our efforts on generating heat and power from waste that cannot be recycled.
“Supplying that power to an ever more resilient network via this new smart substation is a positive step forward as we too prepare to support the decarbonisation efforts of the UK.”
Since 2023, the Wise Group and Purpose Coalition have partnered on a new Commission to break down the barriers to employment opportunity.
The latest event, focused on justice was chaired by Lord Walney, Engagement Director of The Purpose Coalition and former Member of Parliament for Barrow-in-Furness. In partnership with the Wise Group, the session was hosted at their headquarters in Darlington, gathering a broad range of organisations and stakeholders with expertise in both the justice and employment sectors. The focus of the event was how ex-offenders can be supported to transition into stable employment upon their release from prison.
Representatives from organisations such as The Department for Work and Pensions, The Probation Service, The Recruitment Junction, Serco, and Waythrough participated in the discussion, which aimed to find practical ways to address the barriers that ex-offenders face in securing employment. The Coalition, known for working closely with organisations to develop policies that drive real change, sought to facilitate collaborative efforts in this crucial area.
The transition from prison back into society is fraught with challenges, and securing employment is a key factor in preventing reoffending. Stable employment allows ex-offenders to reintegrate more effectively by providing a sense of purpose and financial independence, as well as reducing their risk of falling back into crime. However, many face significant obstacles, from employer hesitation to a lack of job-specific skills.
The appointment of Lord Timpson as Minister of State for Prisons, Probation, and Reducing Reoffending marked a shift in political focus on this issue, with renewed efforts to support ex-offenders into stable employment. The benefits of doing so are clear—employment reduces reoffending rates, provides economic contributions, and alleviates the strain on public services such as welfare and the criminal justice system.
Participants agreed that a tailored, individual approach to post-prison support is necessary. A one-size-fits-all method is inadequate in addressing the complex needs of ex-offenders, who often face a variety of challenges. The large number of organisations an ex-offender interacts with can also make it difficult to build the trust needed for effective rehabilitation.
Many employers are reluctant to hire individuals with criminal records, often due to stigma or perceived risks. The lack of incentives for hiring ex-offenders was discussed, with some employers favouring apprentices due to lower financial commitment. Overcoming this barrier will require efforts to educate employers on the benefits of giving ex-offenders a second chance.
The roundtable highlighted how time spent on remand can create long-term employment barriers, even for those not ultimately charged. Time out of the workforce, financial difficulties, and the stigma attached to remand periods can all hinder future employment prospects.
The roundtable emphasised the need for personalised, one-on-one mentoring to help ex-offenders navigate their journey back into employment. A dedicated coach or mentor would provide tailored support, helping individuals through the complex systems they face and increasing their chances of success in the workplace.
Participants stressed the importance of a holistic approach to reintegration. Employment alone is not enough; support must encompass areas such as housing, mental health, and finance. A person-centred approach, utilising tools like the OASys Offender Assessment System, was seen as the most effective way to ensure lasting success.
Many ex-offenders lack the necessary qualifications or skills to find employment. Providing education and vocational training, both during and after imprisonment, was identified as key to supporting their transition. There was also a particular focus on entrepreneurial skills to encourage self-employment opportunities.
The need for reform of the remand system was clear. Reducing the number of individuals held on remand and mitigating the negative impacts this has on future employment was seen as an important step in supporting ex-offenders.
Educating employers on the benefits of hiring ex-offenders and providing incentives to do so were viewed as essential. Participants suggested creating trusted networks of employers willing to engage in this area, along with funding schemes for businesses that offer mentoring and support for ex-offenders.
The Breaking Down Barriers to Employment Roundtable was an important step towards finding collaborative, effective solutions to help ex-offenders integrate into the workforce. By focusing on holistic, tailored support and engaging employers, there is potential to drive forward meaningful change that benefits individuals, communities, and the wider economy.
As they complete NCG Guarantee elements, they earn an NCG badge and certification in recognition of their achievements, and the practical and personal skills they have developed during their time at an NCG college.
As a national college group, NCG operates across five different regions of England and supports learners in some of the most economically deprived areas of the country, often with high unemployment rates.
NCG’s mission is to ‘enable social mobility and economic prosperity through exceptional education’ and, firmly believing in the transformative power of education, it exists to create life-changing opportunities.
The Group is committed to guiding young people toward positive post-16 destinations through its innovative student enrichment initiative, the NCG Guarantee, which is embedded into college life for every student aged 16-18 across NCG.
Sponsored and supported by City & Guilds, a global leader in skills development, the NCG Guarantee is a distinctive pledge that sets NCG colleges apart, offering students with an ‘added extra’ on top of their programme of study to enhance their employability and their transition into education or employment opportunities.
Through the Guarantee, students across all seven of NCG’s colleges can develop personal and professional skills in five core areas:
• Employability
• Community
• Enterprise
• Mental Fitness
• Digital
Students are able to gain essential skills in each of these areas through activities such as confidenceboosting public speaking workshops, focused projects and community initiatives.
As they complete NCG Guarantee elements, they earn an NCG badge and certification in recognition of their achievements, and the practical and personal skills they have developed during their time at an NCG college. The badges enhance students’ employability and help them stand out in the competitive job market.
Learners are given a range of opportunities to work towards their badges and are awarded a badge when they have participated in meaningful activities that have helped them develop their skills in this area.
In practice, this could look like students volunteering at a local charity, fundraising or volunteering to gain their community badge, or completing a programme
of online modules including coding and online safety to gain a digital badge.
Over the past two years, NCG has worked in partnership with Loud Speaker to deliver public speaking sessions to students across each of its colleges.
Since 2019, Loud Speaker has been instrumental in helping over 100,000 young people discover their voices and boost their confidence. They have worked extensively in schools, colleges, and youth groups, contributing significantly to the development and empowerment of their participants.
These workshops, attended by more than 11,000 NCG students as part of the NCG Guarantee Enterprise badge, build students’ confidence, help them articulate their ideas, present with authority, and thrive in various social and professional settings.
Through the NCG Guarantee, and collaborations with supporters including City & Guilds and Loud Speaker, NCG places huge importance on equipping students with the skills and confidence needed to succeed in today’s competitive job market.
With huge support and engagement from staff and students, the NCG Guarantee is having a significant impact on thousands of young people across England every year, setting them up for a successful future.
In today’s rapidly evolving work landscape, organisations are increasingly being recognised for not just the work they do, but how they do it. As businesses around the world face growing challenges, from adapting to new technologies and global markets to navigating the complexities of hybrid working, one thing is becoming clear: workplace culture matters more than ever.
We are thrilled to celebrate that TP (Teleperformance) has been recognised as one of the UK’s Best Workplaces for the fifth consecutive year. This achievement is a powerful reminder of the importance of creating and nurturing a workplace culture that champions trust, innovation, and, perhaps most crucially, employee well-being.
The Best Workplaces Awards, now in their 25th year, serve as a beacon for organisations striving to create exceptional environments where employees can thrive. TP’s continued recognition as one of the UK’s top workplaces is not just a reflection of their ongoing success, it’s a testament to their deep commitment to people. This isn’t about business accolades alone, it’s about building workplaces where employees feel valued, supported, and inspired to contribute their best every day.
As the world of work continues to shift, creating a culture that celebrates and prioritises employee experience is not just a “nice to have” it’s a necessity. We’ve seen the growing emphasis on mental health, diversity, inclusion, and employee engagement. But it’s about much more than checking boxes. It’s about creating environments that genuinely foster a sense of belonging, where individuals can bring their full selves to work and where their contributions are recognised.
Lisa Dolan, Regional VP of Employee Experience for UKISSA (UK, Ireland, South Africa, Kenya & Nigeria) at TP, shared her thoughts on the achievement:
“At TP, we believe that a thriving workplace starts with an unwavering commitment to the people who make it all possible. To be recognised once again as one of the UK’s Best Workplaces is a reflection of the hard work, dedication, and trust that our teams invest every day. We continue to put our people at the heart of everything we do, ensuring that our culture fosters growth, well-being, and belonging for all.”
The last few years have taught us invaluable lessons about the way we work. We’ve seen businesses shift from traditional office environments to more flexible, remote, and hybrid working models. This shift has brought both opportunities and challenges, especially when it comes to maintaining a positive and cohesive workplace culture.
We continue to put our people at the heart of everything we do, ensuring that our culture fosters growth, well-being, and belonging for all.
Now, more than ever, organisations must focus on building trust and connection, ensuring that all employees regardless of where they work, feel a strong sense of engagement and connection to the organisation’s values and mission. For businesses like TP, this means constantly adapting and evolving their employee experience initiatives to meet the needs of a diverse workforce.
The General Election feels like a lifetime ago – a lot has happened in politics since. But how did Starmer win and turn 34% of the national vote into a landslide election victory?
As Labour looks ahead, Get In serves as a reflection on the power of strategic vision and disciplined leadership in the pursuit of electoral success.
Patrick Maguire and Gabriel Pogrund’s new book Get In offers a fascinating glimpse behind the scenes of the Labour Party’s transformation under the leadership of Keir Starmer. As Labour’s resurgence took centre stage in the run-up to the 2024 general election, the party’s internal dynamics and strategic direction became key talking points. This book delves into the heart of that transformation, exploring how Starmer’s leadership and the influence of key figures such as Morgan McSweeney played crucial roles in Labour’s journey back to power.
Central to the book is McSweeney, Starmer’s chief strategist, whose vision and political acumen were pivotal in rebranding Labour as an electable, centrist force after years of left-wing leadership under Jeremy Corbyn. McSweeney’s background, from workingclass beginnings to becoming a key player in Labour’s resurgence, is detailed in the book. His efforts to shift the party away from its Jeremy Corbyn faction and present a more pragmatic, voter-focused message are chronicled with particular attention to his role in orchestrating rule changes at Labour’s 2021 conference.
The authors highlight how McSweeney’s strategic moves—especially marginalising the hard-left and reinforcing the party’s focus on broad appeal— were key in reshaping Labour’s policies and image. This rebranding proved crucial as the party sought to regain the trust of voters who had turned away in 2019. Maguire and Pogrund capture McSweeney’s behind-thescenes influence in steering Starmer’s leadership and laying the groundwork for Labour’s historic win in 2024.
While McSweeney is the strategic architect, Get In also provides a candid portrayal of Keir Starmer. Starmer, known for his measured and legalistic approach, is portrayed as an ambitious leader, though often struggling with perceptions of being too cautious or lacking a clear political identity. The book suggests that Starmer’s success came from his willingness to lean on political veterans like McSweeney, even as he worked to shape his own image as a strong and decisive leader. This balance between personal leadership and reliance on strategic minds forms a key theme in the narrative.
One of the major strengths of Get In is its attention to the pivotal moments that tested Labour’s strategy and unity. The book delves into controversies such as “Beergate” and the party’s handling of international crises like the Israel-Gaza conflict. These episodes highlight the complexities of modern political leadership and the challenge of maintaining a cohesive and consistent message under intense public scrutiny.
Get In offers an insightful look at how the Labour Party, under Keir Starmer and the guidance of figures like McSweeney, turned its fortunes around following one of its worst electoral defeats. It provides a thoughtful exploration of the tensions between ideological purity and electoral pragmatism, with lessons on how political parties must adapt to changing political landscapes while staying true to their core values.
As Labour looks ahead, Get In serves as a reflection on the power of strategic vision and disciplined leadership in the pursuit of electoral success.
My experience as a student ambassador –why inclusivity of employers means so much to me
This is a guest article by Amy Webber, a Law student at the University of Worcester and a Purpose Coalition Student Ambassador.
I have found my time as a student ambassador to be eye-opening in many ways, and for many reasons. After recent events in my life leading to a diagnosis of a chronic illness, I have been forced to see life from a different perspective.
Part of the difficulty with a long-term illness is being able to look to the future and see it as something which holds promise, rather than something filled with apprehension.
The Purpose Coalition has been brilliant for that, it has enabled me to see there are companies and organisations out there that do have all of the Purpose Goals at the forefront of their minds and the commitment to breaking down the 15 core barriers you focus on throughout each meeting, is invaluable. I feel these initiatives have helped me overcome my own fears of entering a workforce with a long-term health condition.
Many, if not all, companies provide an easy claim in their advertisements that they are inclusive, however, the understanding of how varied disabilities can be, is often overlooked.
Without real understanding and inclusivity, organizations cannot run efficiently. I believe there needs to be increased flexibility taken by businesses to understand how employees’ situations and lifestyles can change, and work with them, rather than against them, to adapt, and make an inclusive and open work environment.
The Purpose Lab is an opportunity for organisations to hear first-hand from individuals with lived experiences, working with them to not only showcase their inclusivity, but also to ask how they can do better.
This awareness is something I hope will continue to grow across even more channels throughout the United Kingdom.
Additionally, as a female who plans to enter a heavily male-dominated field of work, the discussions with employers have given me the opportunity to advise on how women in many practices could be further empowered and supported at all stages of their career.
What has been especially poignant is the growing understanding and acceptance of the stages of menopause, and how organisations are willing to support this. It has been a great initiative to see during my time as a student ambassador.
The discussion of topics in the areas of diversity and inclusivity have helped me not only come to terms with my own condition but empower me to feel I can make a difference and provide a voice to raise awareness.
I believe these companies taking the time to inform and encourage equal practice in their workplace is the future, and I hope many companies and organizations follow what is already a fantastic format to create opportunities for all in society, no matter how loud their voice may be.
In an effort to address social inequalities and improve early intervention, Louise Smith and Sophie Jack, Health Professionals at South Warwickshire University Foundation Trust (SWFT), have launched two green initiatives aimed at supporting the wellbeing of families. These initiatives use green social prescribing to connect communities with nature, encouraging improved mental and physical health.
Louise Smith leads the ‘Families Walk and Talk’ sessions, held monthly, which specifically target parents and children living in temporary accommodation. These sessions provide an opportunity for families to explore local green spaces together. Thanks to funding, the project has been equipped with high-visibility vests, wellies, waterproof suits, and litter pickers for both adults and children. The housing officer of the accommodation also provides refreshments, ensuring that families have a positive and enjoyable experience during their time outdoors.
Parents and children are not only enjoying their time in nature but are also forming meaningful connections with each other, reducing social isolation and building a stronger community.
Louise said: “Our ‘Families Walk and Talk’ offers families a simple yet powerful way to step outside and experience the benefits of nature. By exploring local green spaces together, we’re not only helping improve their mental health but also fostering a sense of community and connection. It’s been amazing to see parents and children bonding in such a positive environment.”
To watch a video created by SWFT showcasing the positive impact the ‘Families Walk and Talk’ initiative is having, visit: https://youtu.be/4xf68rCPqB4
In addition to ‘Families Walk and Talk’, Sophie Jack, who joined the Specialist Health Visiting Team in October 2023 as part of the Start for Life funding, has leveraged her experience as a Forest School leader to establish ‘Forest Schools’ across Coventry. Inspired by Louise’s presentation on green social prescribing, Sophie aims to bring the benefits of outdoor learning to a wider audience throughout the city.
Sophie’s ‘Forest School’ aims to improve mental and physical health, reduce social and health inequalities, and provide families with opportunities to access their local green spaces.
Louise and Sophie’s initiatives aim to achieve:
Improved wellbeing: Connecting with nature has a positive impact on mental health and overall wellbeing.
Reduced isolation: The projects strengthen community ties and reduce social isolation.
Increased accessibility: By bringing green social prescribing to local communities, the initiatives ensure that vulnerable families can easily access these benefits.
Health inequalities: The projects seek to reduce health inequalities by offering early intervention through nature-based activities.
Children participating in ‘Forest School’ are encouraged to engage in creative play, socialise, and get active. The initiative has shown promise in strengthening parentinfant relationships and promoting outdoor activities as a form of early intervention.
To watch a video created by SWFT showcasing the ‘Forest School’ initiative, visit: https://youtu.be/ElA070CB09U
The UK government has unveiled plans to scrap NHS England in a significant shake-up of the healthcare system. The move, announced by Prime Minister Keir Starmer and Health Secretary Wes Streeting earlier this year, aims to streamline decision-making and make the NHS more accountable to ministers.
The government now intends to bring NHS England into the Department of Health and Social Care (DHSC) over the next two years, merging two layers of administration into one.
NHS England, which was established in 2011 as part of the Coalition government’s reorganisation of the National Health Service, has been responsible for implementing ministerial priorities and overseeing healthcare services across England. The government now intends to bring NHS England into the Department of Health and Social Care (DHSC) over the next two years, merging two layers of administration into one.
The decision to integrate NHS England into the DHSC is part of the government’s wider ‘Build an NHS Fit for the Future’ mission. By doing so, ministers believe they can improve efficiency, cut bureaucracy, and ensure that policy decisions translate more effectively into frontline care. The restructuring will lead to a reduction in administrative staff, with the combined workforce of NHS England and DHSC expected to decrease by around 50%.
Savings generated from this reduction are set to be reinvested directly into frontline NHS services, which the government estimates will amount to ‘hundreds of millions of pounds.’ This reinvestment aligns with the government’s broader commitment to tackling waiting lists and improving patient care across the country.
The integration of NHS England into the DHSC is expected to result in job cuts, particularly within the administrative teams based in London. While the government assures that frontline healthcare services will remain unaffected, some staff will see their roles change or be reassigned.
Regional NHS structures will also see changes, with some powers devolved to local health boards. The government hopes this will allow for more responsive decision-making, tailored to the needs of individual communities.
The reform of NHS England is part of a wider set of initiatives under the government’s five key missions, which include improving public services, making Britain a clean energy superpower, and breaking down barriers to opportunity. The government has already committed an additional £22 billion in health and social care funding, as announced in Chancellor Rachel Reeves’ October 2024 Budget.
One of the major targets set under the NHS reform plan is addressing hospital backlogs, with the government aiming to meet the NHS standard of 92% of patients receiving elective treatment within 18 weeks.
While this restructuring represents one of the most significant changes to NHS administration in over a decade, ministers have reassured the public that patient care remains the top priority. More details on the implementation of this reform, as well as long-term funding commitments, are expected to be outlined in the government’s next spending review in June 2025.
With healthcare remaining a top concern for the public, the government’s ability to successfully manage this transition will be closely monitored by both policymakers and healthcare professionals alike.
In a healthcare landscape where access to services is often a barrier to timely care, EMS Healthcare is rewriting the rulebook on how health and research services are delivered across the UK.
With rising demand and persistent health inequalities, traditional healthcare systems are struggling to keep up. EMS Healthcare is at the forefront of a transformation, leading the way with innovative mobile healthcare solutions that are not only breaking down access barriers, but also ensuring that critical services reach every patient, regardless of location or circumstance. Whether tackling NHS backlogs or expanding clinical research opportunities, EMS Healthcare is reshaping the future of healthcare delivery.
One of the most significant areas where EMS Healthcare has had a direct impact is in reducing the NHS backlog. In April 2024, the University Hospitals of North Midlands (UHNM) was grappling with a backlog of over 6,400 patients waiting for diagnostic and surveillance procedures. Traditional hospital resources were at full capacity, so UHNM partnered with EMS Healthcare and Medinet to introduce a mobile endoscopy suite:
• Operational in just 5 weeks – from contract to first patient procedure
• Wait times slashed from 190 days to just 55 for routine & urgent cases
• 95% of overdue surveillance cases cleared
• 725+ appointments per month – delivered through a high-throughput, fully staffed service
• Admissions reduced across multiple hospital departments
The success of this initiative demonstrates how mobile healthcare can play a pivotal role in clearing backlogs and ensuring patients receive timely care. By offering a flexible, scalable solution, EMS Healthcare has enabled UHNM to address the pressing issue of delayed diagnoses. This approach is not only improving outcomes but also reducing the strain on hospital resources, allowing facilities to focus on more critical cases.
Beyond addressing the backlog, EMS Healthcare is also redefining how healthcare can be delivered directly to underserved communities. Through its partnership with Cheshire and Wirral Partnership NHS Foundation Trust (CWP), EMS Healthcare operates three Living Well buses, bringing essential healthcare services to remote and hard-to-reach areas. In just two years, these buses have provided over 40,000 health screenings, vaccinations, and wellbeing advice to those who might otherwise face barriers to accessing care. The units have been instrumental in addressing health inequalities, offering services in locations where traditional healthcare infrastructure may be lacking.
Cancer care, too, has benefited from mobile healthcare initiatives. In collaboration with the Royal Surrey NHS Foundation Trust and Lloyds Clinical, EMS Healthcare launched a mobile chemotherapy and immunotherapy
unit, reducing the need for patients to travel long distances for treatment. The unit has had a profound impact on patient experience, with 90% of patients now travelling fewer than 20 miles for care. This has not only improved patient satisfaction but also reduced the stress and financial burden associated with travel, especially for those undergoing long-term treatments.
Judy Kennedy, one of the patients referred to the unit by the trust, has stage 4 terminal cancer, she said: “I can pick up my daughter from nursery straight after treatment, and be in the park. Time is everything and having a day back every 3 weeks is amazing. It’s what money can’t buy.”
Moreover, EMS Healthcare is revolutionising clinical trial accessibility through its Mobile Research Units (MRUs). In partnership with Moderna and the National Institute for Health and Care Research (NIHR), EMS Healthcare is facilitating MRUs for the NOVA 301 study, a trial for a vaccine for norovirus. These mobile units, deployed in Blackpool and Cornwall, are helping to make clinical research more accessible, particularly for patients in underserved and rural areas.
The efforts of EMS Healthcare are reshaping the healthcare landscape, providing innovative solutions to longstanding issues of accessibility, equity, and efficiency. By embracing mobile healthcare, the organisation is not just reducing NHS backlogs; it’s also ensuring that care and research are accessible to everyone, no matter where they live or their circumstances. Through its work, EMS Healthcare is demonstrating the power of innovation in driving a more inclusive and effective healthcare system for all.
For many people wanting to start a business, the biggest obstacle is often themselves.
Visionnaires is more than just a business course—it’s a lifeline for those who need it most in today’s fast-paced, ever-changing market. I’m excited to see what we can achieve next.
I remember one afternoon at our pop-up market for entrepreneurs when I saw someone walking out. When we spoke, she told me she was overwhelmed by the wealth of ideas and knowledge on show and doubted if she even belonged there.
“What made me think I could start a business?” she said, reflecting on her feelings of self-doubt.
But the truth was, she could—and with our help she did. Today, she runs a skincare business that specialises in products for people with severe skin conditions like eczema.
That is just one of the many success stories I’m proud to share, since the creation of Visionnaires and the Start Your Own Business programme, which began in 2020.
This programme is designed for people who have great ideas but may lack the confidence, business knowledge, or experience to bring those ideas to life. That’s where Visionnaires comes in - we help turn ideas into reality by offering a holistic package of support. Many people with business ideas or side hustles don’t know where to go for help, and that’s precisely why our programme exists.
What sets Visionnaires apart isn’t just our business courses—it’s the people who teach them. Our courses are led by entrepreneurs who have been through the ups and downs of building a business. They know what it’s like to face setbacks, to juggle life’s challenges, and to keep pushing forward even when progress feels slow; their real-life experience is what makes the difference for our participants.
One of the best parts of my job is seeing business ideas evolve into successful ventures. Whether it’s a niche beauty startup, a groundbreaking imagery company providing new, precise images for aeroplanes, or a talented photographer whose work is recognised internationally, it’s incredibly rewarding to watch their visions come to life.
But the journey isn’t always easy. As much as we support these startups, many still face challenges, such as securing funding, finding mentorship, and navigating the complexities of running a business. It’s disappointing when I see someone with a brilliant idea give up just before reaching the finish line.
However, it’s equally inspiring to witness those who, despite the struggles, keep going. These are the entrepreneurs who eventually achieve success. They will also develop invaluable skills along the way.
We’re committed to helping individuals build selfconfidence, educating them on vital topics like marketing, finance, and business planning. In fact, we’re about to launch a mentoring programme providing tailored one to one support from experienced entrepreneurs to our participants.
Start-ups are one of the most dynamic yet underserved sectors in the economy, contributing billions to the UK economy each year. Visionnaires is more than just a business course—it’s a lifeline for those who need it most in today’s fast-paced, ever-changing market. I’m excited to see what we can achieve next.
The pioneering open access rail operator Lumo has hosted a special visit by the MP for Newcastle upon Tyne Central & West, to mark the annual National Apprenticeship Week.
Chi Onwurah MP spent time meeting apprentices from the popular train operator, whilst learning about how Lumo is setting the standard within the rail industry for training the next generation of talent.
Lumo serves customers on the East Coast Main Line between London, Newcastle and Edinburgh. The operator is proud to have made apprenticeships a key part of its
workforce strategy with an impressive 65 members of the talented team starting on the scheme.
Current apprenticeships in progress at the operator range from customer service and data analytics to train driving roles. In one cohort, an enviable sixteen apprentices were given the training they needed through an apprenticeship route to become customer drivers.
The company works with Train’d Up, a renowned provider of apprenticeships. The partnership has enabled Lumo to create opportunities within the rail industry for those from all walks of life.
Martijn Gilbert, Managing Director of Lumo, said: “I’d like to thank Chi for taking the time to visit the team at our Tyneside HQ. National Apprenticeship Week is the perfect time to talk about what amazing opportunities apprenticeships are and just how effective they’ve been, and continue to be as a recruitment and skills development pathway for our colleagues, helping us develop new employment opportunities from a range of backgrounds across the communities we serve.
“We take great pride that nearly all our Lumo colleagues have had the opportunity to train through our apprenticeship programme with Train’d Up. Since our launch in 2020, we’ve endeavoured to ensure that as many local people as possible have had the opportunity to join us, regardless of their previous career or background.”
40% of the Lumo workforce at Lumo are female; helping lead the way for female drivers in the industry. Students from Newcastle College also joined the event as part of the ongoing work experience partnership between the two organisations to give real life experiences of working in a train operation, and help inspire the next generation of railway apprentices.
Chu Onwurah MP, said: “Apprentices and apprenticeships are brilliant because they give access to new skills and new careers and they are accessible to people of all ages and it means people are supported into new skills and new careers. It really is a critical part of raising the skills levels in our region.
“It’s absolutely fantastic to hear from such a wide range of people and hear about their experiences and it’s really impressive the range of skills support that Lumo are offering and the way that people can transition from one career to another. It has been a fantastic experience.”
40% of the Lumo workforce at Lumo are female; helping lead the way for female drivers in the industry.
Lumo has successfully worked in partnership with Train’d Up since 2020. The company is committed to ensuring as many local people as possible have the opportunity to join the rail industry, regardless of their previous skill set or background.
North East Mayor Kim McGuinness, said: “It’s so important that we create opportunity across the North East and when I go into a multitude of businesses here, whether it’s a manufacturing firm, here at Lumo or the hospitality sector, quite often I’m told by someone senior in the business that they started as an apprentice. I think that’s a fantastic message. We want to see more of that.”
Paul Daglish, Lead Learning Specialist at Train’d Up, said: “We’ve worked with over 15 other train operators and have never seen staff training being implemented in such a way – it’s simple but pretty extraordinary for a train operator to do.
“An apprenticeship is a key step towards becoming a train driver in the UK as hands-on, situational experience is vital. Lumo is helping to give the local area the opportunity to join the rail industry and learn brand new skills all while earning.”
Two of Lumo’s current cohort of trainee customer drivers, Alex Thomas and Claire Walker were able to share their stories of switching careers from roles outside of the rail industry to join a growing number of success stories enjoying a rewarding career with Lumo.
Danny Davis, Director of The Purpose Coalition, said: “Apprenticeships are a key driver of social mobility, providing skills, opportunity, and a pathway to great careers. Lumo’s commitment to the next generation of talent is making a huge difference locally, breaking down barriers and creating brighter futures.”
We meet people where they are and respect their needs rather than imposing our own expectations. What we see as a solution may not align with what someone experiencing homelessness truly wants or needs.
Homelessness affects hundreds of thousands of people across the UK.
At Kent and Medway NHS Social Care Partnership Trust (KMPT), we recognise the challenges faced by homeless communities, particularly those struggling with mental health issues. Our Rough Sleeper Team, established in 2022, is dedicated to supporting homeless people in Kent and Medway, helping them overcome barriers to the care and support they deserve.
A major challenge in addressing homelessness is the lack of a clear definition. Many associate homelessness with negative stereotypes, such as unemployment, begging, substance misuse, or belonging to
marginalised groups. But being homeless is more than lacking a home; it carries connotations of worthlessness and shame, making it difficult for individuals to seek help. Unlike those with stable housing, homeless people often lack community support and struggle to access essential services.
Our team’s approach is unique. We recognise that homeless individuals do not start from the same baseline as others when seeking help. Traditional services often have rigid criteria that unintentionally exclude those most in need. We have adopted new ways of thinking, focusing on removing barriers to access. If these barriers remain, the consequences can be severe, even fatal. To improve outcomes, we address not just immediate mental health needs but also long-term aftercare and stability.
It shouldn’t matter who you are
As a mental health team, our primary focus is providing mental health support, but we take a positive view of risk acceptance alongside a
Our work extends to housing, benefits, employment, health, and social care. Crucially, we do not work in isolation; we collaborate with partners and engage directly with the communities we serve. By working together, we create a network of support that extends beyond professional services.
Our success in reaching homeless individuals comes from visibility and direct action. By doing weekly 5am outreaches and building relationships, we serve as a crucial link between the public and those in need. Our network includes business owners, refuse collectors, and postal workers who alert us when they see someone in crisis. This grassroots approach ensures we remain connected to the people we serve and respond to their needs in
Success is not always measured by getting someone off the streets. While securing housing is important, real progress is defined by personal milestones: “I don’t want to sleep in my car anymore.” “I don’t want my feet to be wet.” “I don’t want people to spit on me as they walk past.” “I would like
We meet people where they are and respect their needs rather than imposing our own expectations. What we see as a solution may not align with what someone experiencing homelessness truly wants
Our work is about inspiring hope and creating possibilities, not just providing services. By challenging assumptions and removing barriers, we can make a real difference — one person at a time.
Liverpool Hope University and Liverpool John Moores University came together to explore the power of partnerships in unlocking potential at a recent event in Parliament.
The event brought together universities, businesses, local authorities, wider stakeholders and parliamentarians.
Partnerships are key to economic and social place-based success. As large institutions working with a range of stakeholders, universities play a crucial role in convening and developing strong and impactful partnerships.
The only way true progress can be made on breaking down barriers to opportunity is by working in partnership to unlock the potential that exists in every corner of the country.
There has been significant progress in attracting investment to Liverpool City Region since 2017, but there is further to go to reverse the long standing economic, social, and environmental inequalities that persist in the region. Targeted and strategic collaboration with a range of partners can help to break down the barriers to opportunity that too many people still face.
Liverpool Hope University and Liverpool John Moores University know their communities and how best to support them in accessing the opportunities that higher education can offer. Their working relationships with local employers, policy makers and wider stakeholders mean they have a fundamental understanding of the skills required by prospective employees and their cuttingedge research propels many businesses to success in exciting and innovative collaborations.
Universities are at the forefront of breaking down barriers to opportunity, especially in areas of poor social mobility and for those from disadvantaged backgrounds. They are leading protagonists in shaping a more inclusive, fairer place-based future.
The government’s mission on breaking down barriers is not just a political narrative but a new agenda for organisations with an emphasis on the role they play in reducing inequality, supporting communities and creating opportunity. Only through deep and strategic partnerships can the barriers to opportunity be removed and potential unlocked.
Sodexo recently published its Social Impact Pledge 2030, setting out new clear and ambitious commitments to create meaningful impact for its people, planet, places and partners in the UK over the next five years.
2025 marks ten years since the publication of Sodexo’s first social impact pledge and transparent reporting of its progress and success. Over the course of the last decade, Sodexo has evolved its commitments in line with the changes in legislation and in business and societal priorities.
The publication of its Social Impact Pledge 2030: everyone, every day, everywhere represents the next phase in the company’s social impact strategy, recognising how much more there is still to do, building on the foundations of the last ten years, how complex societal challenges are and how its understanding of those challenges has deepened.
Sodexo recognises that addressing these, by delivering on the commitments within its Social Impact Pledge 2030, requires every one of its 30,000 employees in the UK and Ireland to embrace them and take action every day.
Split into four impact pathways, Sodexo’s 2030 vision is:
People: Sodexo will nurture inclusive and equitable workplaces, measuring its progress through its position on the Social Mobility Employer Index.
As a large employer, Sodexo knows it has the power to be a driver of social mobility everywhere that it operates. Sodexo will continue to promote equitable opportunities with examples of its work in this area including providing access to apprenticeships; driving sustainable employment for individuals with criminal convictions and supporting veterans, reservists and military families find employment opportunities.
Planet: Sodexo will continue to decarbonise its business, staying on track for Net Zero 2040.
The business will do this by following the science, taking steps such as re-baselining, as its knowledge and systems evolve and its understanding of the data and how it is used continues to improve. Sodexo’s near-term target to reduce its emissions across all three scopes by 55% is 31 August 2030.
Acknowledging it can’t achieve this alone, Sodexo supports its supply partners, who account for 38% of its emissions, through its award-winning engagement programme. Tackling food waste remains a high priority and Sodexo remains committed to incorporating sustainable procurement into its sourcing strategies. The company also continues to take a world-leading role in encouraging the adoption of sustainable eating and low-carbon meals.
Places: By 2030 the Sodexo Stop Hunger Foundation will have supported more than 12.5 million direct and indirect beneficiaries**.
The Foundation celebrates 20 years in the UK & Ireland in 2025 and is committed to working with a diverse range of charity partners, supporting national and regional projects, large and small.
As the Foundation’s strategy continues to evolve, it anticipates having a more transformational impact with a further 2 million beneficiaries expected over the next five years. Its work will remain focused on fundraising, grants giving, providing meaningful volunteering opportunities to Sodexo colleagues and fostering collaboration and knowledge sharing with its extensive network and charity partners.
Partners: We will increase diversity in our supply chain and spend over £1 billion with SMEs and diverse suppliers by 2030.
Sodexo will continue to support its supply partners in their journeys to net zero through its engagement programme. As pioneers of the BSA Modern Slavery Council, Sodexo will play a key role in evolving and expanding this into Ireland to further reduce risk and raise awareness through radical collaboration.
When Pierre Bellon founded Sodexo, he understood that people’s daily environment – whether at work, in school or in hospital – has a profound impact on their wellbeing, productivity and happiness. He created a business to provide services that add true value to those daily environments. From serving nutritious and sustainable meals, to delivering welcoming and functioning spaces. It’s just how we do business.
Through our new Pledge, which launches nearly 60 years later, we are building on that legacy to add ever more value for the people, businesses and communities whose lives we touch.
Today we face new complex societal challenges, and it is right that our commitments evolve to reflect those.
Our Social Impact Pledge 2030 illustrates our mission to foster a more sustainable, equitable and inclusive future, with every one of our 30,000 colleagues playing a role every day in delivering this positive change.
I truly believe that if we accomplish what we have set out today, we have every reason to be confident of a better tomorrow. - Jean Renton Chief Operating Officer, Sodexo UK & Ireland
Northern boss Tricia Williams said she is committed to “opening doors” for women in the rail industry.
Speaking ahead of International Women’s Day on Saturday, 8 March, Tricia Williams encouraged women to apply for a wide range of roles which offer “good salaries, a clear purpose and opportunities for progression”.
She said the industry benefits from diversity, as talented individuals from different backgrounds can use their knowledge and experience to tackle complex problems and improve services for passengers.
Tricia joined Northern as the Chief Operating Officer in 2020 and then became Managing Director four years later, meaning she is now only one of three women who run a train operating company in the UK.
“I still find myself counting the number of women in the room because there are so few of us, but hopefully I can show there is a place for women to be successful in business and you can progress and make a difference,” she said. “It’s a massive motivator for me.”
Tricia is now firmly focused on delivering Northern’s ambitious plan to improve performance.
“It’s had some tough times, but I want people to be proud to work for and travel with Northern because we are delivering amazing customer service. That’s all underpinned by performance,” she said.
“Northern has been dealt a poor hand in the past in terms of investment, but we’re now investing in new trains, facilities and our people. We’re also engaging with our colleagues and customers, to build trust and a sense of pride.”
Northern employs more than 7,000 people who work across the North of England. Around 20% of that workforce and 9% of the drivers are female.
Tricia said most of the female conductors, drivers and engineers she speaks to were encouraged to apply after speaking to a friend or family member who has worked in the rail industry.
“It’s male dominated and that puts some women off applying,” she said. “People also see it as old fashioned and I’ve even heard some people say it’s ‘dirty’ as you’ll just be working with diesel trains.
“We have to promote the benefits – like the good salaries, a clear purpose and opportunities for progression – to overcome some of these perceptions.
“As women, we also have to keep getting our stories out there and showing people we’re working in a positive, dynamic and modern environment.
“One of my biggest motivators is to help open doors for women and other people who are underrepresented in the industry.”
Northern has introduced a range of measures in a bid to improve diversity, with gender-balanced panels to make candidates more comfortable during job interviews and retention interviews to find out how woman can be encouraged to continue working for the operator and progress in their careers.
Northern is also running a campaign this month to highlight the contribution of its female workforce and help them feel more comfortable discussing subjects like periods, breastfeeding and menopause at work.
It comes as the operator has been working to ensure male employees do not feel excluded and delivering an equality, diversity and inclusion (EDI) strategy that was designed to ensure they always feel welcome and have a sense of belonging.
‘I haven’t had a female boss since my graduate programme’
Tricia said she did not have her heart set on a particular career when she was growing up in Liverpool but knew she wanted to be a leader.
After studying Geography at Salford University, she joined North West Water and enrolled in a management training programme.
She worked as an operations manager for the company for 11 years and then rose through the ranks at United Utilities, before she held a number of executive roles at Manchester Airports Group.
Tricia joined Northern in 2020 and became Managing Director of the company last year.
“In the last 34 years, I haven’t had a female boss since my graduate programme,” she said.
“I have worked for some amazing men, but it’s really difficult having a conversation with them about some of the issues you face as a woman.
“There are more women joining organisations and following great career paths but there is still a lot more work to be done.
“I genuinely hope that in 30 years’ time there are woman who have had more balance in their careers, so it hasn’t been as difficult for them.”
Northern is the second largest train operator in the UK, with 2,500 services a day to more than 500 stations across the North of England.
Government announces the biggest shakeup of Britain’s welfare system for over a decade. Will it work?
In a landmark move, the new Labour government has announced the most significant overhaul of the welfare system in a generation, aiming to encourage employment among sick and disabled individuals capable of work. Backed by a £1 billion investment, these reforms seek to modernise support mechanisms, reduce economic inactivity, and ensure the sustainability of the welfare system.
Since the pandemic, the number of working-age individuals receiving Personal Independence Payments (PIP) has surged from 15,300 to 35,100 monthly. Notably, the monthly claims among 16 to 24-year-olds have escalated from 2,967 to 7,857. If unaddressed, projections suggest that by 2026, working-age PIP claims could reach 4.3 million, costing £34.1 billion annually.
Abolition of Work Capability Assessments (WCAs): The government plans to eliminate WCAs, ending a process deemed dysfunctional and often discouraging employment. This change aims to reduce bureaucracy and promote independence among beneficiaries.
Enhanced Employment Support: A £1 billion investment will bolster tailored employment support services, assisting sick and disabled individuals in securing and maintaining suitable work. This initiative represents one of the most substantial employment support packages for this demographic.
“Right to Try” Work Guarantee: The introduction of a “right to try” policy ensures that individuals receiving disability benefits can test their ability to work without the immediate risk of losing support, encouraging a smoother transition into employment.
Work and Pensions Secretary Liz Kendall highlighted the urgency of these reforms, noting that the UK’s economic inactivity rate due to long-term sickness is among the highest in the G7. The escalating welfare costs are unsustainable, with projections indicating that health and disability benefits could consume over £1 billion weekly by the decade’s end, surpassing a third of the NHS budget.
While the government’s objectives aim to promote independence, critics express concern that these reforms might adversely affect vulnerable populations. The Disability Benefits Consortium and mental health charities warn that stricter eligibility criteria and reduced support could lead to increased hardship for those with genuine needs.
The success of these reforms hinges on a delicate balance—encouraging employment among those capable while safeguarding the well-being of the most vulnerable. As the government moves forward with these changes, continuous dialogue with stakeholders and careful monitoring will be essential to ensure that the welfare system evolves to meet contemporary challenges without compromising support for those who rely on it most.
Individuals and organisations across the country were honoured at the Breaking Down Barriers Awards 2025, sponsored by Southeastern Railway, which took place in Parliament. It recognised social mobility champions who are not just talking the talk, but walking the walk, delivering opportunity for everyone, everywhere.
Each Award category aligns with one of 15 Purpose Goals which set out the core barriers to opportunity, encompassing a broad range of societal and economic issues. The Goals provide a structured framework for organisations to assess and strengthen their positive impact in society. There are also additional Spotlight Awards which shine a light on those who have shown exceptional dedication and impact in their particular fields.
For the first time, this year’s honours also include an Award for a Purpose Lab student, recognising their commitment to this innovative new project which connects students from universities with employers, bridging the gap between education and industry.
Congratulating the winners, Chair of the Purpose Coalition and former Education Secretary, Rt Hon Justine Greening, said:
“I am delighted to be able to honour each of our winners today with an award for their contribution to delivering opportunity. I am also grateful to our Purpose Coalition partner, Southeastern Railway, for sponsoring the event and to UK Power Networks, Lumo and Hull Trains, Travelodge and Enterprise for sponsoring individual awards. As successful purpose-led businesses, their vision and ambition are crucial in driving change.
“Our winners all lead by example and I hope they will inspire others to step up to the plate and consider what they can do to make a difference for their colleagues, customers and the communities they serve, especially in these challenging economic and social times.
“The breadth of sectors represented in our roll call of winners, and their geographical spread, demonstrate that a firm commitment to equality of opportunity is the key element, using accumulated knowledge, expertise and experience to shape a fairer future.”
Chair of the Breaking Down Barriers Commission and former member of Sir Keir Starmer’s Shadow Cabinet, Nick Forbes CBE, said:
“These Awards are a celebration of innovation and ambition, and I congratulate all the winners for their work in shaping social impact.
“There is a very clear thread that runs through every category of award, and that is one of collaboration. The individuals and organisations here today recognise that working in partnership with others – whether that is within their own organisations or with other organisations, local authorities and charities – can have a much more powerful impact.
“The Breaking Down Barriers Commission brings the best purpose-led organisations together with the intention of forging a more cohesive approach to delivering opportunity, guided by the Purpose Goals and working collectively to share best practice and develop innovative solutions that will unlock potential.”
Steve White MD at Southeastern Railway said:
“The rail industry naturally connects people to employment, housing and opportunities but, beyond that, we recognise that we can also positively contribute to social mobility. Southeastern was the first passenger train operator to publish a Social Mobility Action Plan but it is extremely encouraging to see many more rail companies are now taking active steps to break down barriers. We are delighted to sponsor these awards and collaborate with likeminded organisations”.
Category 1:
Strong Foundations in Early Years
Winner: RRSL – Bev Swindles
Bev and her team are breaking down barriers to STEM careers by engaging children as young as reception age with interactive sessions and tailored resources.
Winner: Bath Spa University –Sharon Collies
A champion of inclusivity and child-led learning, Sharon drives social inclusion in early years education through training, research, and advocacy, shaping practice nationwide.
Category 2: Successful School Years
Winner: Teleperformance – Dave Green
Dave’s work with My Big Career has empowered students with essential skills and career insights, fostering an inclusive and inspiring learning environment.
Category 3:
Positive Destinations Post 16+
Sponsored by UKPN
Winner: NCG
Through the NCG Guarantee, thousands of students from deprived communities gain essential employability and life skills, ensuring brighter futures.
Winner: University of Southampton –Emma Woozeer
Emma’s Ignite Your Journey programme supports students from low socioeconomic backgrounds in accessing top universities, breaking down barriers and broadening aspirations.
Category 4: Right Advice and Experiences
Winner: Clyde & Co – LIFT Programme
LIFT is breaking barriers in the legal sector by providing insight, confidence, and skills to diverse talent, ensuring greater access to the profession.
Winner: Leonardo UK - Leonardo UK
Leonardo’s STEM team has driven national initiatives to inspire young minds, particularly young women, into engineering careers.
Category 5: Open Recruitment
Sponsored by Travelodge
Winner: Essex County Council Circles Alternative Education
Supporting young people with unique challenges, Circles offers alternative education and employment opportunities for individuals with SEND and learning disabilities.
Category 6: Fair Career Progression
Winner: Travelodge – Aspire Programme
With over 1,000 colleagues onboarded in 2024, Aspire is transforming career progression, developing future leaders, and promoting internal mobility.
Winner: Kent and Medway NHS and Social Care Partnership Trust – EDI Team
By championing BAME talent progression, this initiative has empowered nurses to advance their careers, creating lasting change in the workforce.
Category 7: Widening Access to Savings and Credit
Winner: Aldermore – Jonny Carberry
Since 2021, Jonny has led Aldermore’s Talent and Learning strategy, driving equity through initiatives like the 10,000 Black Interns Partnership and Change 100.
Category 8:
Good Health and Wellbeing
Winner: South Warwickshire University
NHS Foundation Trust – Sandheep Singh
A compassionate and patient-led approach has earned Sandheep recognition for outstanding care, improving health outcomes and empowering patients.
Winner: Ramsay Health Care UK
Ramsay Health Care UK for providing high quality healthcare services through hospitals and day care centres across the UK and with a focus on prioritising employee and community wellbeing.
Category 9:
Extending Enterprise
Winner: Capital City College Group – Visionnaires
Providing free support to underrepresented entrepreneurs, Visionnaires is driving economic mobility and business success for those without traditional opportunities.
Winner: Liverpool John Moores University
LJMU’s student-led Business Clinic within Liverpool Business School provides a range of support options to organisations in the Liverpool City Region, as well as giving students the opportunity to practically apply and develop their theoretical knowledge in a real-world professional environment.
Category 10:
Closing the Digital Divide
Winner: Colt Technology Services – Marta Trzaska
Colt’s support for Ignite Hubs is providing digital skills to disadvantaged young people, ensuring no one is left behind in a tech-driven world.
Category 11:
Infrastructure for Opportunity
Winner: Avanti West Coast
Avanti West Coast – as operator of the West Coast
Main Line service Avanti connects major cities such as London, Birmingham, Manchester and Glasgow, enabling customers to access education, employment and leisure opportunities and facilitating economic growth and investment.
Category 12:
Building Sustainable Communities
Sponsored by Lumo
Winner: Stop Hunger Foundation –Sodexo UK&I
Through Rose Vouchers, Sodexo is tackling food insecurity, improving health, and strengthening local economies, with lasting impact on families and communities.
Winner: Karbon Homes – Karbon Homes
Karbon Homes win for their Thriving Byker Strategy, a transformative initiative investing over £21 million into neighbourhood improvements, home renovations, affordable housing, community food support, and local engagement projects—creating a safer, more sustainable, and thriving community in Byker.
Category 13:
Harnessing the Energy Transition
Winner: Lumo
Lumo leads the way in sustainable transport with its all-electric, renewable-powered fleet, significantly cutting carbon emissions. Its commitment to efficiency and reduced energy use sets a new standard for green business practices in the sector.
Category 14:
Opportunity for All – Everyone, Everywhere
Winner: GEDU
With diversity and inclusion at its heart, GEDU, through GBS in the UK, provides life-changing education for underrepresented groups, transforming communities across the UK.
Category 15:
Working in Partnership
Winner: Tees Valley Business Board –Siobhan McCardle
Led by Chair, Siobhan McCardle, Tees Valley Business Board actively collaborates with organisations to foster economic growth and social development in the region.
Winners:
Teniola Lamidi (Royal Holloway, University of London), Ashray Rakesh (University of Salford), Naomi Olowabi (Royal Holloway, University of London), Katrin Ivanova (University of West London).
Winner: Serco
Serco won a Spotlight Award for its strong commitment to health, safety, and wellbeing through its ABC Strategy, which embeds safety into every aspect of its operations. Visible leadership, with senior leaders taking personal safety pledges, has driven a 133% increase in near-miss reporting and measurable safety improvements. By integrating physical and mental wellbeing into its approach, Serco ensures a safer, healthier workplace, especially for employees in high-risk roles.
Winner: University of Greenwich
The University of Greenwich is an institution that is committed to giving students from diverse backgrounds a wide range of opportunities. Most of its students are from the local area and nearly 60 per cent come from under-represented backgrounds.
Winner: Anchor
Anchor wins a Spotlight Award for its commitment to digital inclusion, community safety, diversity, and resident wellbeing. Through initiatives like Be Digital, Connected Properties, and the Community Safety Team, it has enhanced digital access, neighbourhood safety, and inclusivity, while also securing £5.6 million in financial support for residents. Its Be Well programme promotes holistic wellness, and its efforts have generated £226.3 million in social value, making a lasting impact on communities.
Winner: The Wise Group
The Wise Group are one of our spotlight winners because they are a truly inspirational social enterprise, dedicated to transforming lives and lifting people out of poverty. They are at the heart of breaking down the barriers to opportunity in everything they do - from supporting people into meaningful jobs, lifting families out of fuel poverty, and assisting those leaving prison in brighter futures.
Winner: Equiniti
Equiniti has received a Breaking Down Barriers Award for its commitment to driving financial inclusion and employee empowerment through its Employee Share Plans. By making share ownership more accessible, Equiniti is helping employees at all levels build financial resilience and share in their organisation’s success. Their dedication to education, engagement, and innovation in employee share plans ensures that more people, regardless of background, have the opportunity to benefit from long-term financial growth, breaking down barriers to financial wellbeing and economic opportunity.
Winner: Travelodge
Travelodge has received a Breaking Down Barriers Award for its Aspire programme, which plays a vital role in fostering social mobility and career progression. Aspire provides employees with structured development opportunities, equipping them with the skills and experience needed to advance within the company, regardless of their background. By focusing on internal talent and creating clear pathways for growth, Travelodge is breaking down barriers to opportunity and ensuring that career success is based on ability and ambition rather than circumstance.
Winner: EMS Healthcare
EMS Healthcare deserves a Spotlight Award for its groundbreaking work in bringing essential healthcare services directly to communities, breaking down barriers to access. Through its mobile medical units, EMS Healthcare has transformed how patients receive care, ensuring that underserved and remote populations can access vital treatments, diagnostics, and clinical trials without the limitations of traditional healthcare settings. By reducing health inequalities and ensuring that care reaches those who need it most, EMS Healthcare is making a lasting impact on public health and community wellbeing
Winner: NES Healthcare
NES Healthcare deserves a Spotlight Award for its outstanding commitment to breaking down barriers in healthcare. Through innovative initiatives, they’ve focused on improving accessibility and inclusivity in the healthcare sector, particularly by enhancing training opportunities and fostering a diverse workforce. Their proactive approach to addressing health disparities has empowered healthcare professionals and provided greater access to essential services, making a significant, positive impact on both patients and communities.
Winner: Southeastern Railway
Southeastern, whose commitment to accessibility, inclusion, and opportunity has transformed lives and opened doors for so many. Whether it’s improving transport accessibility, creating career opportunities, or ensuring that communities stay connected, Southeastern continues to lead the way in breaking down barriers.
Tim Proctor
Director of HSEQ UK & E Serco at Serco
Louise Wood
Deputy Director, Communications & Public Relations at University of Chester
Chris Biggs
Head of Student Development and Employability at Liverpool Hope University
Jo Horton
Head of Sustainability at E.ON UK
Kirstie Mackey OBE
Director of Citizenship, Consumer Affairs & LifeSkills at Barclays
Adam Green
Chief Risk Officer at Equiniti
Philip Pratley, Director, Trade & External Relations at Leonardo
Laura Nash
Head of Outreach Development at EMS Healthcare
Dr Theresa Roberts
Social Value and Accessibility Manager at Avanti West Coast
Kaz The Assistance Dog who supports Theresea.
Lisa Dolan
Regional VP of Employee Experience for UKISSA at Teleperformance
