Breaking Down Barriers to Manufacturing & Engineering

Recommendations

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Executive Summary

Contents 1

Foreword Rt Hon Justine Greening, former Secretary of State for Education and Chair of the Purpose Coalition

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Executive Summary

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Best Practice Insights 3.1 Pathways into Engineering and Manufacturing 3.2 Engineering and Manufacturing as a Place Leader 3.3 Mission-Led Procurement

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Recommendations

Foreword

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

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.

economy. Too many people still face barriers to

At the same time, the report is clear that progress

that is a lack of awareness, limited access to work

Perceptions of the sector, gaps in careers advice,

accessing the careers these sectors offer, whether 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

has been uneven and that challenges remain.

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.

attract and develop talent from the widest possible

What this report offers is a practical starting point.

and ensuring that people from all backgrounds

set out here are grounded in real experience and

pool. That means opening up routes into the sector can see a place for themselves within it.

The Breaking Down Barriers to Engineering and

The insights, case studies and recommendations

designed to be applied across the sector. They show that change is not only necessary, but achievable.

Manufacturing project was set up with exactly that

Engineering and manufacturing will play a defining

from across the sector, it has created space for

ensure that the opportunities they create are open

ambition in mind. Bringing together organisations

honest discussion about the challenges that remain but also for sharing practical ideas and examples of what is already working.

role in shaping the UK’s future. The task now is to

to more people, in more places, and for the long term.

I hope this report helps to drive that ambition forward.

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Executive Summary

2. Executive Summary The engineering and manufacturing sector is

professional development. For many communities,

long-term prosperity. From producing advanced

as anchor institutions, supporting local economies

fundamental to the UK’s economic strength and

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

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engineering and manufacturing firms also serve 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.

Executive Summary

Representation across the workforce also

remains uneven in certain areas, particularly

in relation to gender diversity. Although many

collaboration between businesses, educators, policymakers and communities.

organisations are working to widen participation

The Breaking Down Barriers to Engineering

progress in improving representation across

Justine Greening, brings together organisations

and create more inclusive recruitment practices, 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.

and Manufacturing project, chaired by Rt Hon 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 long-standing sites, supply chains

Through roundtable discussions and shared

have the potential to support skills development,

report highlights both the progress already

and partnerships with local organisations, firms

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

insights from participating organisations, this 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.

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

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.

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Best Practice

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

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.

parts of the sector, the initiative aims to build a

Alongside identifying these challenges, the

and where further change is needed.

activity already underway across the participating

clearer picture of where progress is being made

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.

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This report draws together the key themes

project also highlights practical examples of

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.

Best Practice

3.1 Pathways into Engineering and Manufacturing Developing clear and accessible pathways into

However, while many organisations are already

ensuring that the sector can attract and retain a

recruitment practices, challenges remain. Persistent

engineering and manufacturing is essential to

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.

investing in outreach, training and inclusive

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.

Participants in the Breaking Down Barriers to

Ensuring that pathways are both visible and

highlighted the wide variety of routes available into

engagement with schools and colleges through

Engineering and Manufacturing roundtables

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.

accessible is therefore critical. From early

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.

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Best Practice

3.1.1 Attraction and Outreach Raising awareness of careers in engineering and

A number of participants also emphasised the

strong talent pipeline. Participating organisations

to extend the reach of their outreach activity.

manufacturing is a key first step in building a

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.

importance of working with external organisations 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.

Outreach initiatives take a variety of forms.

Despite these efforts, firms acknowledged that

deliver talks in schools and invite students to

sustain. One-off events may raise awareness but

Firms regularly participate in careers fairs,

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

outreach activity can sometimes be difficult to

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.

closer relationships with schools in their local

Concerns were also raised about the quality

to become more sustained and meaningful.

within schools. Teachers and advisers may not

catchment areas, allowing outreach activity 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.

and consistency of careers advice available

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

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.

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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.

Best Practice

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.

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Best Practice

3.1.2 Access Generating interest in engineering and

Apprenticeships were widely recognised

interest has been established, it is essential that

manufacturing, particularly for individuals

manufacturing is only the first step. Once 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

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.

provide individuals with the opportunity to

Participants also emphasised the potential

experience within a professional environment.

workforce development beyond entry-level

develop technical expertise while gaining valuable

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

for apprenticeships to play a wider role in

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.

cases, organisations struggle to meet graduates’

Some organisations therefore suggested the

particularly where opportunities at the next stage

for career changers, designed to recognise prior

expectations around rapid career progression,

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.

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as a critical pathway into engineering and

development of accelerated or tailored pathways 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.

Best Practice

Case Study: Unipart

Unipart, a supply chain performance

and development programmes with real

approach to workforce planning to support

individuals build the skills required to succeed

improvement partner, is taking a strategic

its continued growth and expansion into new sectors. By embedding structured workforce planning tools and facilitated engagement sessions, the company has developed a

operational and customer needs, helping

and progress within the organisation, reflecting Unipart’s commitment to performance improvement alongside social value.

clearer, long-term view of its skills, capabilities

As Unipart expands into the defence sector,

across its manufacturing businesses.

increasingly critical. The company is actively

and talent pipelines and progression pathways

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

this strategic workforce planning has become 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.

well positioned to meet evolving customer

By taking a proactive and structured

high-quality delivery and operational

has demonstrated how manufacturing

expectations while maintaining consistent, 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

approach to workforce planning, Unipart 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

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Best Practice

Case Study: Unipart Unipart has established and continues to

The company actively supports the development

Coventry University through the Institute for

applied research and problem-solving aligned

develop a long-standing partnership with

Advanced Manufacturing and Engineering

(AME), a pioneering collaboration established

of future engineers while also benefiting from to real production challenges.

in 2014. Based at Unipart’s manufacturing

The collaboration also plays a key role in

the UK’s first ‘Faculty on the Factory Floor’,

manufacturing sector. By combining academic

facility in Coventry, AME is recognised as

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

addressing wider skills gaps within the UK

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.

manufacturing environments, working on live

Unipart continues to invest in and evolve the

alongside theoretical knowledge in a state-

capabilities and course provision to meet

industry projects and developing practical skills of-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.

AME model, enhancing facilities, research 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.

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Best Practice

3.1.3 Opportunity for All Ensuring that pathways into engineering and

One organisation participating in the project,

backgrounds remains a key priority for the sector.

apprenticeships in improving workforce diversity.

manufacturing are open to individuals from all 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

Camlin Group, highlighted the positive impact of 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.

and secondary level was seen as particularly

Participants also noted that engineering and

engineering and manufacturing careers.

long-term careers. Several firms reported

important in challenging stereotypes about

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

manufacturing can offer stable and rewarding 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.

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.

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Best Practice

Case Study: Camlin Group Camlin Group has developed a long-standing

individuals who may otherwise face barriers

leading provider of employment support for

demonstrates how procurement decisions can

partnership with USEL, Northern Ireland’s

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

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to entering the workforce. This approach

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.

Best Practice

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.

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Best Practice

3.2 Engineering and Manufacturing as a Place Leader

3.2.1 Understanding Local Need

Engineering and manufacturing organisations

Delivering meaningful local impact begins

in which they operate. Through long-standing

priorities of the communities in which firms

occupy a distinctive position within the communities 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

with a clear understanding of the needs and 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.

significant role that firms already play in supporting

Several organisations described initiatives

strong relationships with the communities surrounding

face barriers to employment, including people

local areas. Many organisations have developed

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

designed to support individuals who may

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.

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.

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Delivering meaningful local impact begins with a clear understanding of the needs and priorities of the communities in which firms operate.

Best Practice

3.2.2 Community Engagement and Partnerships Strong partnerships were consistently identified

collaborative projects with government

Participating firms emphasised that effective

areas, alongside joint initiatives with electricity

as central to delivering meaningful local impact. engagement with local stakeholders enables them to better understand community priorities and

design initiatives that respond to genuine need.

departments focused on job creation in specific and water companies aimed at developing skills

related to energy infrastructure and the transition to a low-carbon economy.

Many firms have established internal structures

Camlin Group highlighted its work with the

forums and local or residential committees. These

Northern Ireland as an example of place-specific

to support this engagement, including employee

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

Centre for Democracy and Peace Building in 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 place-

based approaches that acknowledge that different regions can face very different challenges and experiences.

demonstrate how engineering and manufacturing

Participants also emphasised the value of

communities in which they operate.

closely with schools, colleges and training

firms can contribute to strengthening the

Partnerships with public sector organisations also play an important role in extending the

reach of these initiatives. Participants described

partnerships with education providers. Working organisations enables firms to raise awareness of careers in engineering and manufacturing while helping to develop the skills pipeline within their local areas.

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Best Practice

Case Study: Camlin Group Camlin Group is a corporate partner of the

Camlin supports the programme

Centre for Democracy and Peace Building

active engagement. CEO Peter Cunningham

programme brings together political, civic

providing expertise and helping to shape

Fellowship Programme delivered by the in Northern Ireland. The seven-month

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.

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through both strategic guidance and

sits on the programme’s advisory board, 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

Best Practice

Case Study: Curtins Creating meaningful social impact to create a

skilled workforce of the future can be enhanced

The exhibition welcomed Year 8 and 9

and initiatives, as demonstrated by Curtins

interactive STEAM workshops covering civil

through an agile response to the local community 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.

students from a local high school for

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.

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Best Practice

3.2.3 Jobs, Skills and Long-Term Opportunity

Case Study: Curtins

Creating employment opportunities was

Engineering consultancy and Breaking

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.

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

The programme was developed in response to an acute skills gap within the civil engineering sector

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developing future engineering talent,

strengthening the skills pipeline while supporting more inclusive entry into sustainable engineering careers.

Best Practice

Case study: Unipart Unipart is building a robust framework to track and improve social value

performance across the organisation. By

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.

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.

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Best Practice

3.2.5 Legacy and Long-Term Impact A recurring theme throughout the roundtable

By embedding social impact considerations

the long-term legacy of engineering and

making, firms can help ensure that the benefits

discussions was the importance of considering manufacturing activity. Participants emphasised that social impact initiatives are most effective when they are aligned with an organisation’s

created continue to support communities long after a specific project has been completed.

broader business strategy and values, rather

Participants also emphasised the importance

interventions.

about social value. Encouraging a shared

than delivered as short-term or transactional

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.

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into project planning and operational decision-

of engaging clients and partners in discussions 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.

Best Practice

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 place-

based 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.

Finally, participants highlighted the importance of clearer national direction to support long-

One of the most significant challenges relates to the lack of consistency in how social impact is defined and measured.

term 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 long-

term development of the communities in which they operate.

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Best Practice

3.3 Mission-Led Procurement Procurement plays an important role in

authorities must have regard to it when exercising

organisations translate their values into practice.

also emphasises that the Statement is intended

determining how engineering and manufacturing 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 be considered not only by procurement teams, but by wider organisational leadership and decision-makers.

to support. Procurement therefore has the

However, the roundtable discussions highlighted

opportunity, strengthening local economies and

firms, particularly those operating primarily in the

potential to act as a powerful lever for widening

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

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procurement functions. Government guidance

that for many engineering and manufacturing 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.

Best Practice

3.3.1 Procurement Decision-Making A central theme emerging from the roundtable

Within this context, mission-led procurement was

make procurement more purposeful and

of value. Rather than focusing narrowly on lowest-

discussions was the growing ambition to

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

seen as requiring a more balanced understanding cost 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.

value considerations.

Participants also reflected on the impact of

This reflects a wider understanding that

and wider procurement reforms. While these

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

the National Procurement Policy Statement

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.

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.

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Best Practice

3.3.2 Supply Chains and Shared Purpose The roundtables demonstrated that supply chains

For some organisations, this alignment goes

through which organisations can extend their

examples of firms encouraging supply chain

are increasingly being viewed as a key route

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.

further than compliance alone. Participants shared 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.

This place-based approach aligns closely with the

A number of firms are also investing directly

Just as engineering and manufacturing firms

discussed included sustainability information

wider themes emerging elsewhere in the report. 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

in building supply chain capability. Examples

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 long-

term relationships with suppliers rather than relying on purely transactional interactions.

ensure that supply chain partners are aligned with

Such approaches were viewed as examples of

this involves requiring suppliers to sign up to codes

purpose into procurement, allowing organisations

their wider organisational values. In many cases,

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.

emerging best practice because they help embed 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.

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Best Practice

Case Study: Camlin Group Camlin Group supports its supply chain to

Other suppliers have used the process as a

sustainability reporting through its structured

Hanley Controls also achieved Bronze Badge

build capability in carbon measurement and 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

pathway towards more detailed reporting.

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.

expertise or resources to carry out detailed

Suppliers are given access to the system

four-step process allows companies to

the process at a pace that works for their

carbon calculations independently. The

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.

for up to a year, allowing them to complete 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.

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Best Practice

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.

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Best Practice

3.3.3 Challenges Despite a clear ambition to embed purpose

Participants were clear that the response

identified a number of challenges that continue

ambitions around social value or sustainability.

more fully into procurement, participants 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

to these challenges should not be to lower

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.

promoted or translated into practical guidance

There was also a strong sense that procurement

For businesses operating mainly in private

genuine social impact rather than simply

that is meaningful for firms across the sector. 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

systems need to become better at recognising 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.

emphasised that expectations around social

Ultimately, the roundtable discussions showed

rising, but that smaller suppliers do not always

embedded across the sector, but that engineering

value, sustainability and carbon reduction are

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

that mission-led procurement is not yet fully 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.

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.

Ultimately, the roundtable discussions showed that mission-led procurement is not yet fully embedded across the sector

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Recommendations

4. Recommendations of opportunities for engineering and manufacturing

Pathways into Engineering and Manufacturing

initiatives already underway across the sector.

The discussions in the first roundtable

of activity focused on widening access to

routes into engineering and manufacturing are

The roundtable discussions highlighted a number organisations to strengthen the impact of the

While participating firms described a wide range 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

highlighted the importance of ensuring that

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.

across engineering and manufacturing. These

1. Targeted Outreach and Engagement

experiences of participating firms while identifying

consider adopting a more strategic approach

proposals are intended to reflect the practical

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.

Engineering and manufacturing firms could

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.

Together, they highlight a range of practical

Targeting outreach in this way would enable

talent pipelines, deepen place-based impact

communities where access to careers advice,

steps that could help the sector strengthen

and embed purpose more consistently within procurement and supply chain practices.

organisations to direct resources towards

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

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.

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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.

Recommendations

2. Engaging Early Careers Talent Through

Mentoring can also play an important role in

Roundtable discussions also highlighted the

skills. Many individuals entering the workplace

Purpose Lab

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

supporting the development of wider professional 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

become increasingly important.

to consider how progression pathways are

Participation in Purpose Lab sessions organised

pathways that emphasise capability development

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

communicated internally. Clearer, skills-based 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

Retaining and developing talent once

accept significant reductions in income.

Participants noted that while engineering

Policymakers may therefore wish to consider

rewarding careers, early career employees may

contribute towards apprenticeship requirements.

pathways within organisations.

could enable accelerated pathways for career

Mentoring programmes were highlighted as

sector-specific skills required while recognising

individuals enter the sector is equally important. and manufacturing can offer long-term and

reforms that allow previous work experience to

sometimes struggle to see clear progression

Greater flexibility within apprenticeship frameworks changers, allowing individuals to develop the

an effective mechanism for supporting early

the expertise they already possess.

experienced employees can help facilitate

Such reforms could support the sector in

informal guidance on navigating professional

individuals pursue new career opportunities

career development. Pairing new entrants with knowledge sharing, while also providing

accessing a wider pool of talent while helping

environments.

within engineering and manufacturing.

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Recommendations

Engineering and Manufacturing as a Place Leader

1. Developing a Strategic Approach to

Engineering and manufacturing organisations

company-wide social impact priorities that

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.

Social Impact

Firms should consider identifying a set of

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.

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Recommendations

2. Strengthening Social Impact Measurement

While many engineering and manufacturing firms are already delivering valuable social impact

clearer definitions of social impact while enabling comparisons across organisations and projects.

activity, the roundtables highlighted a lack of

Measurement could extend beyond community

and reported across the sector.

organisations make through employment.

consistency in how outcomes are measured

Developing a more standardised approach to

measuring social impact would allow organisations to better understand the outcomes they are

delivering and communicate their contributions

initiatives to include the economic contribution

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.

more clearly to clients and communities.

A clearer and more consistent measurement

Working with the Purpose Coalition to develop

of social impact activity across the sector,

a practical route towards achieving this goal.

effectively how their operations contribute to

a shared measurement model could provide A consistent framework would help establish

framework would also strengthen the credibility

enabling organisations to demonstrate more wider societal outcomes.

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Recommendations

Mission-Led Procurement Procurement decisions represent one of the

It is also important that procurement

manufacturing organisations can deliver their

of organisations operating at different scales.

most powerful ways in which engineering and

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

SMEs should not be disadvantaged simply because they lack the internal resources available to larger corporations when

demonstrating compliance with social value requirements.

approaches.

2. Refining Policy Leadership on Procurement

1. Strengthening Support for Supply Chains

the need for clearer leadership from policymakers

Small and medium-sized enterprises play a

crucial role within engineering and manufacturing supply chains, often providing specialist expertise

Participants in the roundtables also emphasised on how social value should be embedded within procurement decision-making.

and local economic value. However, many

Although many organisations expressed a strong

complex procurement requirements, particularly

local economies and reflect their organisational

SMEs face challenges in navigating increasingly

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

commitment to procuring in ways that support 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.

support to their suppliers, participants emphasised

Stronger policy incentives could help address

individual firms.

frameworks that place greater emphasis on

that this responsibility should not fall solely on

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

this challenge by encouraging procurement 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.

develop expertise in areas such as sustainability

Creating clearer incentives for responsible

delivery. Providing this support at a national level

make decisions that support both economic

reporting, digital technologies and social value

would reduce the burden on individual firms while helping ensure that SMEs are not excluded from

procurement opportunities due to limited resources.

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processes recognise the different capacities

procurement would enable organisations to competitiveness and community benefit,

strengthening the long-term resilience of the UK engineering and manufacturing sector.

Recommendations

Conclusion

The recommendations outlined in this section

Achieving this ambition will require continued

manufacturing firms and policymakers can

the sector, alongside support from policymakers.

outline practical steps that engineering and

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.

collaboration between organisations across 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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Executive Summary

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