3.1
3.2
3.3 Mission-Led Procurement
1. Foreword
Rt Hon Justine Greening, former Secretary of State for Education and Chair of the Purpose Coalition
Engineering and manufacturing have always been central to Britain’s story. They are sectors built on ingenuity, resilience and a practical determination to solve problems and get things done. Today, they remain fundamental to how we grow our economy, strengthen our infrastructure and respond to some of the biggest challenges we face, from technological change to the transition to net zero.
But alongside that economic importance sits something just as significant. These sectors have the potential to be powerful engines of opportunity.
Throughout my work on social mobility, I have seen time and again that talent is everywhere, but opportunity is not. That is as true in engineering and manufacturing as it is in any other part of our economy. Too many people still face barriers to accessing the careers these sectors offer, whether that is a lack of awareness, limited access to work experience or the absence of clear and visible pathways into the industry.
This matters, not just for individuals, but for the future of the sector itself. If engineering and manufacturing are to thrive, they must be able to attract and develop talent from the widest possible pool. That means opening up routes into the sector and ensuring that people from all backgrounds can see a place for themselves within it.
The Breaking Down Barriers to Engineering and Manufacturing project was set up with exactly that ambition in mind. Bringing together organisations from across the sector, it has created space for honest discussion about the challenges that remain but also for sharing practical ideas and examples of what is already working.
What is encouraging is the level of commitment that exists. Across the organisations involved, there is a clear recognition that widening access to opportunity is not separate from business success. It is part of it. Whether through sustained outreach with schools, investment in apprenticeships and early careers or stronger partnerships with local communities, firms are already taking meaningful steps to broaden participation and strengthen their impact.
There is also a growing understanding of the role these organisations can play as anchors within their communities. Engineering and manufacturing businesses are often deeply embedded in the places where they operate. That creates a real opportunity to support local skills, create good jobs and contribute to long-term community wellbeing in a more structured and intentional way.
At the same time, the report is clear that progress has been uneven and that challenges remain. Perceptions of the sector, gaps in careers advice, barriers for career changers and underrepresentation in parts of the workforce all continue to limit access. Addressing these issues will require sustained effort and stronger collaboration between industry, education and government.
What this report offers is a practical starting point. The insights, case studies and recommendations set out here are grounded in real experience and designed to be applied across the sector. They show that change is not only necessary, but achievable.
Engineering and manufacturing will play a defining role in shaping the UK’s future. The task now is to ensure that the opportunities they create are open to more people, in more places, and for the long term.
I hope this report helps to drive that ambition forward.
2. Executive Summary
The engineering and manufacturing sector is fundamental to the UK’s economic strength and long-term prosperity. From producing advanced technologies and critical infrastructure components to supporting global supply chains and enabling the transition to a more sustainable economy, the sector underpins a wide range of industries and plays a central role in driving innovation and productivity.
Engineering and manufacturing businesses combine technical expertise and practical problem-solving to deliver the products and systems that support modern life. Their work enables progress across areas including energy, transport, digital infrastructure and industrial development. At a time when the UK is seeking to strengthen its economic resilience and technological capability, the contribution of the sector is more important than ever.
Beyond its economic significance, engineering and manufacturing also provide substantial employment opportunities across the country. With a workforce spanning highly specialised technical roles, apprenticeships, graduate programmes and supply chain employment, the sector offers a wide variety of career pathways and opportunities for long-term
professional development. For many communities, engineering and manufacturing firms also serve as anchor institutions, supporting local economies through employment, skills development and partnerships with local businesses.
However, ensuring that the opportunities created by the sector are accessible to individuals from all backgrounds remains an ongoing challenge. Misconceptions about careers in engineering and manufacturing continue to persist, particularly among young people who may have limited exposure to the breadth of roles available. These perceptions can discourage individuals from considering the sector as a viable or attractive career option.
Barriers to entry can also arise through gaps in awareness, access to work experience and the visibility of career pathways. While apprenticeships, placements and graduate programmes provide valuable routes into the industry, individuals from lower socioeconomic backgrounds may face additional challenges in accessing these opportunities, with limited professional networks and inconsistent careers advice all restricting exposure to the sector and the pathways available within it.
Representation across the workforce also remains uneven in certain areas, particularly in relation to gender diversity. Although many organisations are working to widen participation and create more inclusive recruitment practices, progress in improving representation across engineering and manufacturing has been gradual. Ensuring that individuals from underrepresented groups can both enter and progress within the sector will remain an important priority.
At the same time, engineering and manufacturing organisations increasingly recognise their broader responsibility to contribute positively to the communities in which they operate. Through long-standing sites, supply chains and partnerships with local organisations, firms have the potential to support skills development, employment opportunities and wider community wellbeing. Strengthening this place-based impact represents an important opportunity for the sector to expand its social contribution.
Procurement and supply chain practices also play a significant role in shaping how engineering and manufacturing firms deliver their wider social impact. Decisions about suppliers and partners can support smaller businesses and reinforce shared commitments around sustainability and community benefit. Ensuring that procurement systems recognise and support these outcomes will be essential in maximising the sector’s broader contribution.
Despite these opportunities, the sector continues to face structural challenges, including skills shortages, evolving technological demands and increasing expectations around sustainability and social value. Addressing these pressures while maintaining competitiveness will require ongoing
collaboration between businesses, educators, policymakers and communities.
The Breaking Down Barriers to Engineering and Manufacturing project, chaired by Rt Hon Justine Greening, brings together organisations from across the sector to explore how these challenges can be addressed. Working with leading firms including Camlin Group, Curtins, Robertson Group and Unipart, the project seeks to identify practical solutions that can widen access to opportunity, strengthen place-based impact and embed purpose more consistently within the sector’s operations.
Through roundtable discussions and shared insights from participating organisations, this report highlights both the progress already being made and the areas where further action may be needed. The project aims to build on the experiences and initiatives already underway across the sector to support engineering and manufacturing in playing an even greater role in expanding opportunity and delivering lasting social value.
Working with leading firms including Camlin Group, Curtins, Robertson Group and Unipart, the project seeks to identify practical solutions that can widen access to opportunity, strengthen place-based impact and embed purpose more consistently within the sector’s operations.
3. Best Practice Roundtable Insights
The
Breaking Down Barriers to Engineering and Manufacturing project provides a collaborative platform for organisations to share insight, reflect on their experiences and consider how the sector can play a stronger role in expanding opportunity.
The project focuses on how the collective expertise of participating organisations can inform practical action to improve social mobility within engineering and manufacturing. By bringing together perspectives from different parts of the sector, the initiative aims to build a clearer picture of where progress is being made and where further change is needed.
A programme of roundtable discussions formed the core of the project’s evidence-gathering process. These sessions created space for open discussion about the challenges affecting the sector, while also highlighting innovative approaches already being implemented by organisations to widen access and strengthen their social impact.
These recommendations are intended to be realistic and actionable for organisations across the engineering and manufacturing sector, recognising the different sizes, capabilities and contexts in which firms operate.
This report draws together the key themes emerging from these discussions. It reflects the shared insights of the participating organisations on the barriers that continue to restrict the sector’s ability to support long-term, inclusive growth, and outlines areas where targeted action could help unlock greater impact.
Alongside identifying these challenges, the project also highlights practical examples of activity already underway across the participating organisations. A set of case studies illustrates how different firms are embedding social mobility considerations within their operations and partnerships. While each example originates within a specific organisation, many of the approaches demonstrate ideas that could be applied more widely across engineering and manufacturing, helping to build momentum for change across the sector.
The report concludes with a set of practical recommendations informed by the insights gathered throughout the roundtable discussions. These recommendations are intended to be realistic and actionable for organisations across the engineering and manufacturing sector, recognising the different sizes, capabilities and contexts in which firms operate. The recommendations focus on achievable steps that can be adopted widely across the industry to support sustained progress in widening access, strengthening social impact and creating greater opportunity within the sector.
3.1 Pathways into Engineering and Manufacturing
Developing clear and accessible pathways into engineering and manufacturing is essential to ensuring that the sector can attract and retain a broad and diverse range of talent. As industries that rely heavily on technical expertise, practical skills and innovation, engineering and manufacturing require a steady pipeline of individuals equipped with the knowledge and experience to drive future growth.
Participants in the Breaking Down Barriers to Engineering and Manufacturing roundtables highlighted the wide variety of routes available into the sector, including apprenticeships, placements, graduate programmes and opportunities for career changers. These pathways play an important role in enabling individuals from different backgrounds to access meaningful careers.
However, while many organisations are already investing in outreach, training and inclusive recruitment practices, challenges remain. Persistent misconceptions about the nature of engineering and manufacturing roles, limited awareness of career pathways among young people and educators and structural barriers affecting career changers can all restrict access to the sector.
Ensuring that pathways are both visible and accessible is therefore critical. From early engagement with schools and colleges through to high-quality early career experiences and fair recruitment processes, a coordinated approach across the sector will be necessary to widen opportunity and build a more diverse and resilient workforce.
3.1.1 Attraction and Outreach
Raising awareness of careers in engineering and manufacturing is a key first step in building a strong talent pipeline. Participating organisations emphasised the importance of engaging with schools, colleges and universities to highlight the breadth of opportunities available within the sector, many of which remain poorly understood by students, teachers and careers advisers.
Outreach initiatives take a variety of forms. Firms regularly participate in careers fairs, deliver talks in schools and invite students to visit workplaces and operational sites to gain first-hand insight into how engineering and manufacturing businesses operate. These activities help to demonstrate the diversity of roles available, ranging from engineering and technical positions to roles in sustainability, digital technology, finance and project management.
Several organisations reported developing closer relationships with schools in their local catchment areas, allowing outreach activity to become more sustained and meaningful. In addition to traditional careers talks, some firms offer employability workshops focused on CV writing, interview preparation and career planning. These initiatives aim to build confidence among students while also helping them understand the practical steps required to enter the sector.
By continuing to strengthen partnerships with educational institutions and community organisations, firms have an opportunity to challenge misconceptions and inspire the next generation of talent.
A number of participants also emphasised the importance of working with external organisations to extend the reach of their outreach activity. Partnerships with STEM organisations and collaboration with the Department for Education were highlighted as valuable mechanisms for connecting with schools and promoting careers in engineering and manufacturing to a wider audience.
Despite these efforts, firms acknowledged that outreach activity can sometimes be difficult to sustain. One-off events may raise awareness but do not always create lasting engagement, and organisations often face challenges in identifying the most effective ways to reach young people who may be furthest from opportunity. Competition with other sectors at careers fairs and graduate events was also identified as a growing challenge, particularly as engineering and manufacturing roles must compete with industries that may appear more visible or familiar to students.
Concerns were also raised about the quality and consistency of careers advice available within schools. Teachers and advisers may not always have a detailed understanding of the wide range of career pathways available in engineering and manufacturing, which can limit the information provided to students. As a result, some young people may not fully consider the sector as a viable career option.
Nonetheless, participants agreed that outreach remains a vital component of widening access to the industry. By continuing to strengthen partnerships with educational institutions and community organisations, firms have an opportunity to challenge misconceptions and inspire the next generation of talent.
For medium sized businesses, contributing to careers and STEM outreach at a meaningful level, and encompassing a diverse talent pool, can be challenging.
Case Study: Curtins
Curtins has developed a STEM Teachers Placement Programme as part of an ongoing commitment to breaking down barriers and supporting social mobility, with the aim of maximising the ratio of resource:reach.
The programme offers KS3 teachers (Years 7, 8, and 9) the opportunity to gain valuable insights into the engineering careers available and bring this real-world industry knowledge back into classrooms. The model flips the traditional 1-2-1 student placements on its head – providing teachers with skills that they can pass onto dozens of students year on year.
Placements run over eight weeks (spanning a school term) and combine in-person and online sessions, with a total of 36 hours of learning. Funding from participating businesses goes towards covering school supply teacher requirements.
3.1.2 Access
Generating interest in engineering and manufacturing is only the first step. Once that interest has been established, it is essential that individuals can access clear and accessible routes into the sector.
Early career pathways such as apprenticeships, placements and graduate programmes play a central role in this process. These routes provide individuals with the opportunity to develop technical expertise while gaining valuable experience within a professional environment.
Work experience placements and internships were highlighted as particularly effective entry points. Participants shared examples of individuals who initially joined organisations through short placements before progressing into permanent roles. These experiences provide valuable insight into the day-to-day realities of the sector while allowing employers to identify and develop future talent.
Graduate programmes remain widely used across the industry, particularly in areas where organisations are experiencing skills shortages. These programmes often provide structured training and exposure to different parts of the business, helping graduates build the broad range of skills required for long-term careers.
However, participants also highlighted a recurring challenge around graduate retention. In some cases, organisations struggle to meet graduates’ expectations around rapid career progression, particularly where opportunities at the next stage of employment are limited. Managing expectations and ensuring that graduates are able to see clear long-term career pathways within the sector will be an important factor in maintaining engagement.
Apprenticeships were widely recognised as a critical pathway into engineering and manufacturing, particularly for individuals who do not pursue a university education. Demand for apprenticeships has grown significantly in recent years, reflecting increased awareness of vocational pathways and the strong career prospects available within the sector.
Participants also emphasised the potential for apprenticeships to play a wider role in workforce development beyond entry-level recruitment. In particular, the apprenticeship levy was discussed as a mechanism that could support lifelong learning and enable employees to retrain or upskill during their careers. However, some organisations noted that the current system can be difficult to navigate, and greater flexibility could allow firms to make more effective use of apprenticeship funding.
There was also recognition that apprenticeships can play an important role in supporting career changers seeking to move into engineering and manufacturing from other industries. Many individuals possess transferable skills that could translate well into the sector, but financial barriers can discourage older entrants from pursuing apprenticeship routes if doing so involves a significant reduction in income.
Some organisations therefore suggested the development of accelerated or tailored pathways for career changers, designed to recognise prior experience and reduce financial barriers to entry. Such approaches could help the sector tap into a broader pool of talent while addressing skills shortages in key areas.
Case Study: Unipart
Unipart, a supply chain performance improvement partner, is taking a strategic approach to workforce planning to support its continued growth and expansion into new sectors. By embedding structured workforce planning tools and facilitated engagement sessions, the company has developed a clearer, long-term view of its skills, capabilities and talent pipelines and progression pathways across its manufacturing businesses.
This approach directly aligns workforce capability to business performance and growth. Through targeted engagement and planning, the organisation has identified and continues to evolve, the skills, training and development required not only for current operations, but also for industrialising new technologies and scaling into emerging sectors. This ensures that the business is well positioned to meet evolving customer expectations while maintaining consistent, high-quality delivery and operational performance.
A key focus of this work has been the development of clearer pathways into manufacturing careers. By strengthening progression routes and increasing flexibility in how roles are structured and accessed, Unipart has created more accessible entry points for individuals from a wider range of backgrounds. This includes aligning training
and development programmes with real operational and customer needs, helping individuals build the skills required to succeed and progress within the organisation, reflecting Unipart’s commitment to performance improvement alongside social value.
As Unipart expands into the defence sector, this strategic workforce planning has become increasingly critical. The company is actively reviewing and updating its internal policies, training frameworks and accreditation processes to meet the specific requirements of this sector, while maintaining the operational discipline and quality standards expected across its manufacturing and supply chain operations. Alongside this, Unipart is aligning its community engagement and partnerships to support its evolving business priorities.
By taking a proactive and structured approach to workforce planning, Unipart has demonstrated how manufacturing organisations can better anticipate future skills needs, strengthen talent pipelines and align business growth with social impact. Underpinned by a focus on long-term, sustainable performance, this model highlights the importance of integrating workforce strategy and business ambition to build a resilient, adaptable workforce capable of supporting both commercial success and broader community outcomes.
Through targeted engagement and planning, the organisation has identified and continues to evolve, the skills, training and development required
Case Study: Unipart
Unipart has established and continues to develop a long-standing partnership with Coventry University through the Institute for Advanced Manufacturing and Engineering (AME), a pioneering collaboration established in 2014. Based at Unipart’s manufacturing facility in Coventry, AME is recognised as the UK’s first ‘Faculty on the Factory Floor’, integrating academic learning directly within a live industrial environment.
AME operates at the intersection of education, research and industry, bringing together students, academics and engineering professionals to address real-world manufacturing challenges. Through this model, students gain hands-on experience in advanced manufacturing environments, working on live industry projects and developing practical skills alongside theoretical knowledge in a stateof-the-art dedicated innovation facility. This approach has enabled the development of graduates who are industry-ready, with the capability to contribute immediately within manufacturing and engineering roles.
For Unipart, the partnership provides a strategic opportunity to embed skills development and talent pipelines directly into its operations.
The company actively supports the development of future engineers while also benefiting from applied research and problem-solving aligned to real production challenges.
The collaboration also plays a key role in addressing wider skills gaps within the UK manufacturing sector. By combining academic study with practical industry exposure, AME supports the development of highly skilled graduates equipped with the technical expertise and experience required by employers. Since its launch, the programme has demonstrated strong employment outcomes, with graduates progressing into engineering roles across the sector, including within Unipart itself.
Unipart continues to invest in and evolve the AME model, enhancing facilities, research capabilities and course provision to meet evolving industry needs, including the transition towards sustainable manufacturing technologies. Through this ongoing partnership, the company demonstrates how collaboration between industry and academia accelerates capability development, strengthens workforce resilience and supports long-term growth, while enabling the skills and innovation required to achieve net-zero goals.
The collaboration also plays a key role in addressing wider skills gaps within the UK manufacturing sector.
3.1.3 Opportunity for All
Ensuring that pathways into engineering and manufacturing are open to individuals from all backgrounds remains a key priority for the sector. Despite significant progress in recent years, participants acknowledged that representation across the workforce still presents challenges, particularly in relation to gender diversity.
Many organisations highlighted the importance of beginning diversity initiatives early in the talent pipeline. Engaging with schools at primary and secondary level was seen as particularly important in challenging stereotypes about engineering and manufacturing careers. Visible role models from diverse backgrounds can play a powerful role in demonstrating that the sector is accessible to everyone.
Participants discussed the role of recruitment practices in widening opportunity. A number of organisations are actively reviewing their recruitment processes to ensure they are fair, transparent and inclusive. Measures include blind recruitment practices, training hiring managers to recognise and reduce bias, using gender-neutral language in job descriptions and offering reasonable adjustments for candidates where required.
Several organisations are also beginning to collect and analyse diversity data throughout the recruitment process. By tracking applicant demographics and identifying points where candidates from particular backgrounds may drop out of the process, firms are able to refine their recruitment practices and remove unintended barriers.
One organisation participating in the project, Camlin Group, highlighted the positive impact of apprenticeships in improving workforce diversity. By expanding its apprenticeship programme, the company has successfully attracted a more diverse intake of employees, including a greater proportion of women and younger entrants. This approach has introduced new perspectives and ideas into the organisation while strengthening its long-term talent pipeline.
Participants also noted that engineering and manufacturing can offer stable and rewarding long-term careers. Several firms reported long employee tenures, with many individuals remaining with their organisations for more than 15 years. This suggests that once individuals enter the sector, there are strong opportunities for sustained professional development and career progression.
Case Study: Camlin Group
Camlin Group has developed a long-standing partnership with USEL, Northern Ireland’s leading provider of employment support for people with disabilities and health conditions. The company has worked in partnership with USEL for approximately 20 years.
USEL supports individuals with disabilities and long-term health conditions to access training, skills development and employment opportunities. Through its employment programmes and commercial activities — including manufacturing, shredding, recycling and cafés — the organisation helps people build workplace skills and confidence, creating pathways into sustainable employment.
For Camlin Group, this partnership provides an opportunity to integrate social impact into its supply chain while supporting inclusive employment practices. By working with USEL as a subcontractor, the company is able to contribute to employment opportunities for
individuals who may otherwise face barriers to entering the workforce. This approach demonstrates how procurement decisions can play a role in supporting broader social and community outcomes.
Camlin Group is exploring ways to strengthen its relationship with USEL further, including investigating opportunities to recruit for project administration roles directly through USEL’s programmes, creating a potential pathway for individuals who have completed skills development training to move into roles within the company.
By building relationships with supported employment providers such as USEL, Camlin Group demonstrates how engineering and manufacturing firms can expand access to career opportunities while strengthening their social impact. Such partnerships can play an important role in ensuring that pathways into the sector remain open to individuals from a wide range of backgrounds and experiences.
3.1.4 Challenges
Despite the range of initiatives already underway, the roundtable discussions highlighted several challenges affecting the sector’s ability to expand access to engineering and manufacturing careers.
A key challenge relates to the consistency and effectiveness of outreach activity. While many organisations are actively engaging with schools and universities, ensuring that these interventions are sustained and strategically targeted remains difficult. Limited time and resources can constrain the scale of outreach programmes, and firms often face uncertainty about how best to reach the individuals who would benefit most from these opportunities.
Another recurring issue concerns the alignment between training provision and the practical requirements of the sector. Some organisations raised concerns about the quality of certain apprenticeship programmes delivered through universities, suggesting that they do not always provide apprentices with the hands-on experience required for the realities of engineering and manufacturing roles.
Participants also highlighted the challenges associated with attracting international talent. Visa restrictions for skilled workers can limit organisations’ ability to recruit internationally, particularly where salary thresholds or role classifications do not align with the roles available.
Finally, the sector continues to face challenges in attracting individuals from underrepresented groups and supporting their progression within organisations. Improving diversity within the workforce will require sustained effort across the entire talent pipeline, from early engagement in schools through to recruitment, retention and career development.
Addressing these challenges will be essential if engineering and manufacturing firms are to strengthen their social impact and ensure that opportunities within the sector remain open to individuals from all backgrounds. By continuing to refine pathways into the industry and build stronger partnerships with education providers, community organisations and government, the sector can play a significant role in expanding opportunity while securing the skilled workforce needed for the future.
3.2 Engineering and Manufacturing as a Place Leader
Engineering and manufacturing organisations occupy a distinctive position within the communities in which they operate. Through long-standing sites and supply chains, these firms often become embedded within the social and economic fabric of a place. As a result, their influence can extend beyond the delivery of products or services, creating opportunities to generate lasting social value within local communities.
The Breaking Down Barriers to Engineering and Manufacturing roundtables demonstrated the significant role that firms already play in supporting local areas. Many organisations have developed strong relationships with the communities surrounding their sites and are engaged in a wide range of social impact activities. These initiatives include partnerships with local charities, community wellbeing projects and targeted programmes designed to create employment opportunities for individuals who may otherwise face barriers to entering the workforce.
However, much of this activity is currently shaped by the specific needs of individual localities rather than being guided by a single strategic framework. While this allows organisations to respond directly to community priorities, participants acknowledged that a more coordinated approach to place-based social impact could help maximise long-term outcomes. Many organisations are therefore beginning to explore how their community engagement activity can move from ad hoc initiatives towards more structured, long-term programmes aligned with their broader organisational strategies.
As the sector continues to evolve, engineering and manufacturing firms have an opportunity to strengthen their role as place leaders. Embedding social mobility, community engagement and long-term legacy considerations into operations can help organisations to ensure that the benefits of their presence extend across the communities in which they operate.
3.2.1 Understanding Local Need
Delivering meaningful local impact begins with a clear understanding of the needs and priorities of the communities in which firms operate. Participants highlighted that many organisations already have strong connections within their local areas, particularly where sites have been established for long periods of time. These long-standing relationships provide valuable insight into the challenges facing local communities and allow firms to respond with targeted initiatives.
Several organisations described initiatives designed to support individuals who may face barriers to employment, including people with disabilities, care-experienced individuals and those engaged with the prison service. These initiatives aim to create pathways into employment and help widen access to opportunities within the sector.
Much of this activity is shaped by the specific issues that are most visible within each locality. While this allows organisations to remain responsive to community priorities, participants recognised that there may be opportunities to develop more structured approaches to place-based social impact. Establishing clearer frameworks could help organisations ensure that community initiatives are sustained over time and aligned more closely with broader organisational objectives.
Delivering meaningful local impact begins with a clear understanding of the needs and priorities of the communities in which firms operate.
3.2.2 Community Engagement and Partnerships
Strong partnerships were consistently identified as central to delivering meaningful local impact. Participating firms emphasised that effective engagement with local stakeholders enables them to better understand community priorities and design initiatives that respond to genuine need.
Many firms have established internal structures to support this engagement, including employee forums and local or residential committees. These mechanisms allow employees and local residents to raise community issues and highlight opportunities where the organisation can provide support.
Examples of community-focused initiatives discussed during the roundtables included support for local food banks, projects designed to support individuals with autism and wider initiatives aimed at improving community wellbeing. These activities demonstrate how engineering and manufacturing firms can contribute to strengthening the communities in which they operate.
Partnerships with public sector organisations also play an important role in extending the reach of these initiatives. Participants described
collaborative projects with government departments focused on job creation in specific areas, alongside joint initiatives with electricity and water companies aimed at developing skills related to energy infrastructure and the transition to a low-carbon economy.
Camlin Group highlighted its work with the Centre for Democracy and Peace Building in Northern Ireland as an example of place-specific collaboration. This partnership reflects how organisations can tailor their social impact work to the particular social and economic context of the communities in which they operate, while also emphasising the importance of taking placebased approaches that acknowledge that different regions can face very different challenges and experiences.
Participants also emphasised the value of partnerships with education providers. Working closely with schools, colleges and training organisations enables firms to raise awareness of careers in engineering and manufacturing while helping to develop the skills pipeline within their local areas.
Case Study: Camlin Group
Camlin Group is a corporate partner of the Fellowship Programme delivered by the Centre for Democracy and Peace Building in Northern Ireland. The seven-month programme brings together political, civic and business leaders to address the region’s complex social, economic and historical challenges through collaborative leadership development.
Each year, 28 leaders participate in workshops, residentials and cross-sector projects designed to build systems-level thinking and strengthen collaboration across sectors. The Fellowship has already connected more than 125 Fellows, including MPs, MLAs, senior civil servants, community leaders and business executives, creating a growing network committed to improving outcomes for Northern Ireland.
Camlin supports the programme through both strategic guidance and active engagement. CEO Peter Cunningham sits on the programme’s advisory board, providing expertise and helping to shape the programme’s development. Camlin colleagues also contribute directly to the Fellowship through facilitated sessions.
Through this partnership, Camlin demonstrates how engineering and technology firms can contribute to place-based impact by supporting leadership development and cross-sector collaboration within the communities in which they operate.
The Fellowship has already connected more than 125 Fellows
Case Study: Curtins
Creating meaningful social impact to create a skilled workforce of the future can be enhanced through an agile response to the local community and initiatives, as demonstrated by Curtins through their Our Place Project.
As part of Leeds City of Culture 2023, engineering consultancy Curtins delivered Our Place which was a creative engagement project designed to challenge perceptions of engineering and inspire young people to consider careers in the built environment.
Our Place was a photography led exhibition that explored the relationship between “Leeds and the people who live, work and study there”, using authentic stories to showcase the engineers behind the city’s buildings and infrastructure. The initiative demonstrated how engineering, creativity and culture intersect, helping to make technical careers more accessible and relatable.
The exhibition welcomed Year 8 and 9 students from a local high school for interactive STEAM workshops covering civil and structural engineering, transport planning and environmental engineering. By combining cultural engagement with hands on learning, students were able to see how creativity and engineering work together to shape places.
To extend access and legacy, the exhibition was later released as a 360° interactive digital walkthrough, enabling schools and communities to engage with the exhibition long after Leeds 2023 had concluded. As a result of the project, students reported increased understanding of how engineering works and what engineers do and 93% said they were more likely to consider a career in construction or engineering.
3.2.3 Jobs, Skills and Long-Term Opportunity
Creating employment opportunities was recognised as one of the most significant ways engineering and manufacturing organisations can deliver social value locally. As major employers within many regions, firms have the capacity to support local economic growth while providing individuals with access to stable and skilled careers.
Participants emphasised that the impact of engineering and manufacturing organisations extends beyond direct employment. Through supply chains and partnerships with local businesses, firms can create additional economic opportunities within the communities in which they operate.
In many cases, engineering and manufacturing sites have been embedded within their local areas for decades. This long-term presence often creates a strong sense of responsibility among organisations to contribute positively to the communities that support them. Firms described their sites as anchors within their local economies, capable of delivering sustained social and economic impact over generations.
Participants also discussed the importance of ensuring that employment opportunities contribute to long-term social mobility rather than short-term job creation alone. This requires organisations to focus not only on recruitment but also on training, skills development and career progression pathways that enable individuals to build sustainable careers within the sector.
The programme was developed in response to an acute skills gap within the civil engineering sector
Case Study: Curtins
Engineering consultancy and Breaking Down Barriers partner Curtins delivers its annual Civils Summer Programme to address skills shortages in civil engineering, while supporting young people to develop the knowledge, confidence and employability needed to enter the profession.
Launched in 2022, the five week virtual placement programme is aimed at second year undergraduate students and provides structured learning and practical insight into civil and infrastructure engineering, with a particular focus on sustainable design. The programme was developed in response to an acute skills gap within the civil engineering sector and has already proven successful in creating direct pathways into employment, with participants progressing into full time roles at Curtins.
Delivered collaboratively with industry professionals and digital specialist Symetri, the programme gives students exposure to real world engineering challenges and access to industry leading technical software, enabling them to build practical, workplace relevant skills that are often difficult to access through academic study alone.
By delivering the programme online, Curtins removes geographical barriers to participation, widening access to high quality industry experience for students from a range of backgrounds. The Civils Summer Programme demonstrates how employers can take a proactive role in developing future engineering talent, strengthening the skills pipeline while supporting more inclusive entry into sustainable engineering careers.
3.2.4 Measuring Social Impact
While organisations across the sector are increasingly committed to delivering social value, measuring the outcomes of this work remains a challenge. There was consensus that there is currently a lack of consistency in how social impact is defined and measured across engineering and manufacturing.
Different organisations often use their own frameworks or internal metrics to assess impact, which can make it difficult to compare outcomes across projects or demonstrate the full scale of the sector’s contribution to local communities. In some cases, this inconsistency can also create confusion for clients and partners seeking to understand the value generated by projects.
Some organisations are beginning to develop more structured internal frameworks to capture the outcomes of their social impact activity, including employment creation, skills development and community engagement initiatives. However, participants expressed a strong desire for clearer guidance at a sector or national level. A more consistent approach to measuring social value could help organisations better understand their impact and communicate outcomes more effectively to clients and stakeholders.
Case study: Unipart
Unipart is building a robust framework to track and improve social value performance across the organisation. By introducing clear KPIs and quantitative targets, it is moving from anecdotal evidence to a data-driven approach. Initially developed to meet public sector contract requirements under PPN 002, the framework now supports wider strategic goals across the business.
Alignment with the Social Value Model creates consistency, credibility and benchmarking, while enabling social value to be embedded in every customer contract. Improved data capture and analysis help Unipart identify priorities, measure progress and target action. This evolving approach strengthens impact and supports continuous improvement across its diverse operations.
To support this ambition, Unipart has undertaken a rigorous assessment of the various reporting platforms and digital tools currently available. Given Unipart operates in multiple industries and offers a wide variety of products and services to our customers, the requirements are bespoke. Finding a provider that aligns with the specific operational scope was paramount, recognising that such platforms represent a financial and operational investment, which may not be feasible for every business.
3.2.5 Legacy and Long-Term Impact
A recurring theme throughout the roundtable discussions was the importance of considering the long-term legacy of engineering and manufacturing activity. Participants emphasised that social impact initiatives are most effective when they are aligned with an organisation’s broader business strategy and values, rather than delivered as short-term or transactional interventions.
For organisations with a deep-rooted presence in a particular location, there is significant potential to contribute to the long-term social and economic development of that community.
By embedding social impact considerations into project planning and operational decisionmaking, firms can help ensure that the benefits created continue to support communities long after a specific project has been completed.
Participants also emphasised the importance of engaging clients and partners in discussions about social value. Encouraging a shared understanding of how engineering and manufacturing activity can contribute to social mobility and community wellbeing will be essential if the sector is to maximise its impact.
3.2.6 Challenges
Despite the wide range of community-focused initiatives already underway, participants identified several challenges that continue to limit the scale and consistency of placebased social impact within the engineering and manufacturing sector.
One of the most significant challenges relates to the lack of consistency in how social impact is defined and measured. Organisations currently use a variety of frameworks and reporting methods, making it difficult to compare outcomes across projects or demonstrate the collective impact of the sector. Participants suggested that clearer guidance at a sector or national level could help create a more coherent and credible approach to measuring social value.
Participants also highlighted challenges in aligning locally identified community needs with external procurement requirements. In some cases, points-based systems used in procurement and contracting processes may not recognise certain forms of locally driven social impact activity. As a result, organisations may feel discouraged from investing in initiatives that are valuable to communities but are not reflected within formal procurement criteria.
Managing expectations from partner organisations can present additional challenges. For example, organisations supporting prison leavers or other groups facing barriers to employment may request commitments that exceed the number of roles firms are able to provide. While organisations are often eager to support these initiatives, balancing these requests with operational capacity can be difficult.
Participants also noted that clients’ understanding of social value can vary significantly. While some clients actively encourage social impact within projects, others remain focused primarily on technical delivery and commercial outcomes. Increasing awareness among clients of the wider societal benefits that engineering and manufacturing projects can deliver will therefore be an important step in strengthening the sector’s contribution to social mobility.
One of the most significant challenges relates to the lack of consistency in how social impact is defined and measured.
Finally, participants highlighted the importance of clearer national direction to support longterm planning within the sector. A more defined UK manufacturing strategy could provide organisations with greater certainty about future industrial priorities, enabling them to align their place-based initiatives with wider economic goals and invest more confidently in the longterm development of the communities in which they operate.
3.3 Mission-Led Procurement
Procurement plays an important role in determining how engineering and manufacturing organisations translate their values into practice. Through procurement decisions, firms choose not only which suppliers and partners they work with, but also the kinds of economic, social and environmental outcomes they wish to support. Procurement therefore has the potential to act as a powerful lever for widening opportunity, strengthening local economies and embedding responsible business practice across supply chains.
Recent changes to the UK procurement landscape have reinforced the wider strategic importance of procurement within public contracting. The Procurement Act 2023 came into force in February 2025, alongside the National Procurement Policy Statement, which sets out the Government’s strategic priorities for public procurement and states that contracting
authorities must have regard to it when exercising procurement functions. Government guidance also emphasises that the Statement is intended to be considered not only by procurement teams, but by wider organisational leadership and decision-makers.
However, the roundtable discussions highlighted that for many engineering and manufacturing firms, particularly those operating primarily in the private sector, mission-led procurement is not being driven by regulation alone. Participating organisations described a growing recognition that procurement should be aligned with wider organisational missions and values, rather than treated as a purely transactional function focused on cost. While public procurement frameworks are shaping the wider conversation, firms emphasised that the most meaningful progress will come from embedding purpose into everyday decision-making across the whole organisation.
3.3.1 Procurement Decision-Making
A central theme emerging from the roundtable discussions was the growing ambition to make procurement more purposeful and strategically aligned with wider organisational goals. Historically, procurement decisions have often been made in silos, with different business areas operating independently and making decisions according to immediate operational need. Participants described a clear shift away from this fragmented approach towards more coordinated procurement strategies that bring together cost, quality, sustainability and social value considerations.
This reflects a wider understanding that procurement is not separate from an organisation’s social impact agenda, but is one of the main ways in which that agenda is delivered in practice. Decisions about which suppliers to work with and how contracts are awarded all shape whether firms are able to deliver on wider commitments around inclusion, sustainability and community benefit.
At the same time, cost remains a dominant factor in many procurement decisions. Participants highlighted that a strong emphasis on maintaining a level playing field can result in contracts being awarded primarily on price. This can create challenges for UK-based suppliers, particularly smaller businesses, when competing against large global firms with greater scale and lower costs.
There was a strong view across the discussions that procurement approaches should do more to recognise the wider value of supporting domestic suppliers and strengthening the UK industrial base.
Within this context, mission-led procurement was seen as requiring a more balanced understanding of value. Rather than focusing narrowly on lowestcost outcomes, firms emphasised the importance of taking account of longer-term benefits, including supply chain resilience, local economic impact, community benefit and alignment with organisational values. This does not mean removing commercial factors from procurement, but rather broadening the criteria by which value is understood and assessed.
Participants also reflected on the impact of the National Procurement Policy Statement and wider procurement reforms. While these changes have increased the visibility of social value within procurement policy, many firms felt that the framework has not yet had the practical impact they had anticipated. There was limited awareness of tangible changes resulting from the Statement, and several participants suggested that it had not yet meaningfully improved opportunities for smaller businesses within supply chains. This was seen as a reflection of the fact that the framework is heavily oriented towards public sector procurement and is therefore not always directly applicable to firms operating mainly in private engineering and manufacturing markets.
Within this context, mission-led procurement was seen as requiring a more balanced understanding of value.
3.3.2 Supply Chains and Shared Purpose
The roundtables demonstrated that supply chains are increasingly being viewed as a key route through which organisations can extend their social impact beyond their own direct operations. Participating firms expressed a strong ambition to build and invest in supply chains that are as local as possible, recognising the economic and social benefits this can create within communities. Procuring locally was seen as a way to strengthen regional economies, as well as an opportunity to create jobs and support smaller businesses.
This place-based approach aligns closely with the wider themes emerging elsewhere in the report. Just as engineering and manufacturing firms are beginning to recognise their role as place leaders within their communities, procurement provides a practical mechanism through which that leadership can be exercised. By directing spend towards local suppliers where possible, organisations are able to support broader local growth and ensure that the benefits of their activity extend beyond their own sites and workforces.
Participants also described growing efforts to ensure that supply chain partners are aligned with their wider organisational values. In many cases, this involves requiring suppliers to sign up to codes of conduct or statements of organisational values covering areas such as sustainability, responsible employment practices and social impact. This helps firms communicate clear expectations from the outset and reinforces the principle that suppliers are part of a wider shared mission.
For some organisations, this alignment goes further than compliance alone. Participants shared examples of firms encouraging supply chain partners to engage in social impact activity of their own, including work with care-experienced people, prison leavers and local volunteering initiatives. In this sense, procurement is being used not simply to select suppliers, but to bring them into a broader conversation about how engineering and manufacturing activity can contribute to communities and widen opportunity.
A number of firms are also investing directly in building supply chain capability. Examples discussed included sustainability information sessions, supplier workshops and other training initiatives designed to support partners to strengthen their knowledge and practice in areas such as environmental reporting, responsible business and social value delivery. This approach reflects a more collaborative model of procurement, in which firms seek to build longterm relationships with suppliers rather than relying on purely transactional interactions.
Such approaches were viewed as examples of emerging best practice because they help embed purpose into procurement, allowing organisations to strengthen its impact while keeping it connected to core business activity. Participants suggested that this kind of practical integration will be essential if mission-led procurement is to become a sustainable part of day-to-day business rather than an additional administrative layer.
The roundtables demonstrated that supply chains are increasingly being viewed as a key route through which organisations can extend their social impact beyond their own direct operations.
Case Study: Camlin Group
Camlin Group supports its supply chain to build capability in carbon measurement and sustainability reporting through its structured Footprint module. As part of its supply chain programme, Camlin provides suppliers with a guided four-step process designed to help organisations understand and begin measuring their carbon footprint.
This approach recognises that many smaller suppliers do not have the internal expertise or resources to carry out detailed carbon calculations independently. The four-step process allows companies to access estimated emissions calculations quickly, reducing the burden on day-to-day operations while still enabling them to begin engaging with carbon reporting. For example, Sapphire Products used this approach to estimate its emissions and progressed to Bronze Badge status within the programme.
Other suppliers have used the process as a pathway towards more detailed reporting. Hanley Controls also achieved Bronze Badge status and confirmed that it intends to return with full energy data to complete all four steps of the process, demonstrating how the framework can support suppliers as they move from estimated calculations towards more comprehensive carbon footprint assessments.
Suppliers are given access to the system for up to a year, allowing them to complete the process at a pace that works for their business. Camlin also provides additional support through interactive videos and quizzes focused on carbon literacy. These resources help build knowledge across the supply chain while reinforcing a shared commitment to sustainability improvements between Camlin and its suppliers.
Participants emphasised that expectations around social value, sustainability and carbon reduction are rising, but that smaller suppliers do not always have the internal capacity or resources required to respond.
3.3.3 Challenges
Despite a clear ambition to embed purpose more fully into procurement, participants identified a number of challenges that continue to limit progress.
One of the most significant challenges is the uneven understanding of current procurement frameworks and expectations. While the wider direction of travel towards social value and public benefit is broadly understood, there was concern that the National Procurement Policy Statement has not yet been sufficiently promoted or translated into practical guidance that is meaningful for firms across the sector. For businesses operating mainly in private markets, the relevance of the framework can feel unclear, which risks limiting its influence on procurement practice.
A further challenge relates to the increasing reporting and administrative burden being placed on supply chains. Participants emphasised that expectations around social value, sustainability and carbon reduction are rising, but that smaller suppliers do not always have the internal capacity or resources required to respond. Demonstrating compliance can place significant pressure on SMEs, even where they are strongly committed to responsible business practice.
Carbon reduction was identified as a particularly important area in this regard. As environmental expectations become more prominent within procurement, some suppliers may struggle to meet new requirements because they lack the specialist skills or technical understanding needed to measure and report their emissions effectively. Without the right support, there is a risk that smaller firms could be excluded from opportunities because they do not yet have the capability to meet complex requirements.
Participants were clear that the response to these challenges should not be to lower ambitions around social value or sustainability. Instead, there is a need for more supportive approaches across the sector. This includes clearer communication about procurement expectations, better sharing of good practice and greater investment in supplier development. Larger firms can play an important role by helping supply chain partners build capability through training and realistic implementation expectations.
There was also a strong sense that procurement systems need to become better at recognising genuine social impact rather than simply rewarding the lowest price. If procurement is to support long-term social value within engineering and manufacturing, firms and clients will need to move beyond compliance-driven models and adopt a broader understanding of what responsible procurement looks like in practice.
Ultimately, the roundtable discussions showed that mission-led procurement is not yet fully embedded across the sector, but that engineering and manufacturing firms are increasingly recognising procurement as a strategic function through which wider organisational purpose can be delivered. In aligning procurement decisions more closely with organisational values, the sector has an opportunity to use procurement to strengthen communities and extend social impact across the wider economy.
Ultimately, the roundtable discussions showed that mission-led procurement is not yet fully embedded across the sector
4. Recommendations
The roundtable discussions highlighted a number of opportunities for engineering and manufacturing organisations to strengthen the impact of the initiatives already underway across the sector. While participating firms described a wide range of activity focused on widening access to opportunity, supporting local communities and developing responsible supply chains, there was also clear recognition that further progress could be achieved through more coordinated approaches and supportive policy frameworks.
Building on the insights gathered throughout the project, this section outlines a series of recommendations for organisations operating across engineering and manufacturing. These proposals are intended to reflect the practical experiences of participating firms while identifying areas where collective action across the sector could help extend existing progress.
The recommendations are structured around the three themes explored throughout the roundtable discussions: Pathways into Engineering and Manufacturing, Engineering and Manufacturing as a Place Leader and Mission-Led Procurement. Together, they highlight a range of practical steps that could help the sector strengthen talent pipelines, deepen place-based impact and embed purpose more consistently within procurement and supply chain practices.
Pathways into Engineering and Manufacturing
The discussions in the first roundtable highlighted the importance of ensuring that routes into engineering and manufacturing are both visible and accessible. While organisations across the sector are already investing in outreach, apprenticeships and early career programmes, participants emphasised that there may be opportunities to strengthen these efforts through more targeted engagement, clearer progression pathways and greater flexibility within training systems.
1. Targeted Outreach and Engagement Engineering and manufacturing firms could consider adopting a more strategic approach to outreach activity by focusing engagement in areas where it can have the greatest impact. Publicly available data, such as the Index of Multiple Deprivation (IMD), could be used to identify schools and community organisations located in areas experiencing higher levels of socioeconomic disadvantage.
Engineering and manufacturing firms could consider adopting a more strategic approach to outreach activity by focusing engagement in areas where it can have the greatest impact.
Targeting outreach in this way would enable organisations to direct resources towards communities where access to careers advice, professional networks and workplace experiences may be more limited. It could also support firms in developing sustained relationships with specific schools or local partners, allowing engagement activity to evolve from one-off events into longer-term programmes.
Such relationships could enable organisations to provide ongoing support at different stages of the education journey, from early awareness of engineering and manufacturing careers through to work experience placements, apprenticeships and graduate opportunities.
2. Engaging Early Careers Talent Through Purpose Lab
Roundtable discussions also highlighted the importance of gaining a deeper understanding of how younger generations perceive careers in engineering and manufacturing. As competition for skilled graduates continues to increase across multiple sectors, understanding the factors that influence career decisions will become increasingly important.
Participation in Purpose Lab sessions organised by This is Purpose could provide firms with an opportunity to engage directly with university students and gain insight into the expectations and priorities of emerging talent. Through structured projects and discussions, Purpose Lab enables students to explore challenges relating to opportunity, participation and career pathways.
Engagement with these sessions would allow engineering and manufacturing organisations to better understand how the sector is viewed by potential future employees while also contributing to the development of ideas aimed at widening access to careers.
3. Mentoring and Clear Progression Pathways
Retaining and developing talent once individuals enter the sector is equally important. Participants noted that while engineering and manufacturing can offer long-term and rewarding careers, early career employees may sometimes struggle to see clear progression pathways within organisations.
Mentoring programmes were highlighted as an effective mechanism for supporting early career development. Pairing new entrants with experienced employees can help facilitate knowledge sharing, while also providing informal guidance on navigating professional environments.
Mentoring can also play an important role in supporting the development of wider professional skills. Many individuals entering the workplace may have had limited exposure to professional environments and may therefore benefit from guidance on areas such as networking, presentation skills and digital communication.
Alongside mentoring, organisations may wish to consider how progression pathways are communicated internally. Clearer, skills-based pathways that emphasise capability development rather than relying solely on the availability of vacancies may help employees better understand how they can build long-term careers within the sector.
4. Apprenticeship Reform
Participants also highlighted the potential for engineering and manufacturing to attract individuals seeking to transition from other sectors. Many career changers possess valuable transferable skills that could contribute positively to the industry.
However, existing apprenticeship structures do not always recognise prior experience, which can discourage mid-career entrants if training pathways require them to repeat learning or accept significant reductions in income.
Policymakers may therefore wish to consider reforms that allow previous work experience to contribute towards apprenticeship requirements. Greater flexibility within apprenticeship frameworks could enable accelerated pathways for career changers, allowing individuals to develop the sector-specific skills required while recognising the expertise they already possess.
Such reforms could support the sector in accessing a wider pool of talent while helping individuals pursue new career opportunities within engineering and manufacturing.
Engineering and Manufacturing as a Place Leader
Engineering and manufacturing organisations often play a significant role within the communities in which they operate. Many firms maintain long-standing sites and supply chains that are deeply embedded within local economies, creating opportunities to deliver meaningful and sustained social impact.
The roundtable discussions highlighted the importance of moving from ad hoc community engagement towards more strategic and coordinated approaches to place-based impact.
1. Developing a Strategic Approach to Social Impact
Firms should consider identifying a set of company-wide social impact priorities that can guide their engagement activity across the communities in which they operate. Establishing clear organisational priorities would enable firms to focus their efforts on areas where they can deliver the greatest long-term benefit.
For example, organisations may choose to focus on themes such as skills development, access to employment, community wellbeing or environmental sustainability. Aligning local initiatives with broader strategic priorities can help ensure that community engagement programmes are consistent, sustained and aligned with the organisation’s wider mission.
Working in partnership with organisations such as the Purpose Coalition could support firms in developing place-based strategies informed by data. Tools such as the Index of Multiple Deprivation could be used to map areas of need within specific communities and identify where targeted interventions around issues such as employment, housing, health or transport could have the greatest impact.
Developing long-term partnerships with local organisations, education providers and community groups would further strengthen these place-based approaches, allowing firms to contribute to sustainable improvements in local opportunity.
Establishing clear organisational priorities would enable firms to focus their efforts on areas where they can deliver the greatest long-term benefit.
2. Strengthening Social Impact Measurement
While many engineering and manufacturing firms are already delivering valuable social impact activity, the roundtables highlighted a lack of consistency in how outcomes are measured and reported across the sector.
Developing a more standardised approach to measuring social impact would allow organisations to better understand the outcomes they are delivering and communicate their contributions more clearly to clients and communities.
Working with the Purpose Coalition to develop a shared measurement model could provide a practical route towards achieving this goal. A consistent framework would help establish
clearer definitions of social impact while enabling comparisons across organisations and projects.
Measurement could extend beyond community initiatives to include the economic contribution organisations make through employment. Collecting data on employee backgrounds and salaries could help firms better understand their role in supporting local economies and widening access to well-paid employment opportunities.
A clearer and more consistent measurement framework would also strengthen the credibility of social impact activity across the sector, enabling organisations to demonstrate more effectively how their operations contribute to wider societal outcomes.
Mission-Led Procurement
Procurement decisions represent one of the most powerful ways in which engineering and manufacturing organisations can deliver their values in practice. By shaping supply chains and selecting partners, firms have the ability to extend their social impact well beyond their own operations.
However, the roundtable discussions highlighted several structural challenges that can limit the effectiveness of mission-led procurement approaches.
1. Strengthening Support for Supply Chains
Small and medium-sized enterprises play a crucial role within engineering and manufacturing supply chains, often providing specialist expertise and local economic value. However, many SMEs face challenges in navigating increasingly complex procurement requirements, particularly around areas such as social value reporting and sustainability compliance.
Greater support and investment are needed to help SMEs build the capacity required to participate fully in modern supply chains. While some larger organisations are already providing training and support to their suppliers, participants emphasised that this responsibility should not fall solely on individual firms.
Policymakers and industry bodies could play a greater role by providing national-level programmes designed to support SME capability development. Targeted funding, training and advisory programmes could help smaller businesses develop expertise in areas such as sustainability reporting, digital technologies and social value delivery. Providing this support at a national level would reduce the burden on individual firms while helping ensure that SMEs are not excluded from procurement opportunities due to limited resources.
It is also important that procurement processes recognise the different capacities of organisations operating at different scales. SMEs should not be disadvantaged simply because they lack the internal resources available to larger corporations when demonstrating compliance with social value requirements.
2. Refining Policy Leadership on Procurement
Participants in the roundtables also emphasised the need for clearer leadership from policymakers on how social value should be embedded within procurement decision-making.
Although many organisations expressed a strong commitment to procuring in ways that support local economies and reflect their organisational values, current procurement systems often continue to prioritise lowest-cost outcomes. This can result in contracts being awarded to the cheapest global supplier even where domestic suppliers may offer greater long-term social and economic benefits.
Stronger policy incentives could help address this challenge by encouraging procurement frameworks that place greater emphasis on social value and local economic impact. By embedding these considerations more clearly within procurement criteria, policymakers could support firms seeking to align procurement decisions with wider societal outcomes.
Creating clearer incentives for responsible procurement would enable organisations to make decisions that support both economic competitiveness and community benefit, strengthening the long-term resilience of the UK engineering and manufacturing sector.
Conclusion
The recommendations outlined in this section outline practical steps that engineering and manufacturing firms and policymakers can take to strengthen the sector’s contribution to social mobility and community development. These measures collectively aim to widen opportunity and ensure that the benefits of engineering and manufacturing activity are shared more widely across society.
Achieving this ambition will require continued collaboration between organisations across the sector, alongside support from policymakers. By working together to implement these recommendations, the engineering and manufacturing industry has an opportunity to build on the progress already underway and play an even greater role in expanding opportunity and strengthening communities.
Achieving this ambition will require continued collaboration between organisations across the sector, alongside support from policymakers.
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