Fit For Purpose #6 - Awards Special

FIT FOR #07 SOCIAL MOBILITY PLEDGE STARTS EXICTING NEW CHAPTER

CHANNEL 4 LAUNCHES LEVELLING UP IMPACT REPORT

WHY INVESTMENT IN RAILWAYS HOLDS THE KEY TO UNLOCKING OPPORTUNITY

The 2023 Purpose Coalition Awards SUPPORTED BY SODEXO

RRP £3.99

FFP-ISS05-2023

CLOSING THE OPPORTUNITY GAP WITH THE RT HON JUSTINE GREENING

BUILDING A FAIRER FUTURE WITH NICK FORBES CBE

RISING TO THE CHALLENGES OF THE HEALTH SECTOR

WITH THE RT HON ANNE MILTON

LET’S FIX OUR ESG TRANSPARENCY PROBLEM WITH LORD WALNEY

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CONTENTS 04

BUILDING MOMENTUM TO CLOSE THE OPPORTUNITY GAP with Rt Hon Justine Greening

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SOCIAL MOBILITY PLEDGE STARTS EXCITING NEW CHAPTER

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KENT AND MEDWAY’S AMBITIOUS SOCIAL IMPACT AGENDA

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THE MIDLIFE MOT with Reed in Partnership

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SURVEY OF BASIC NEEDS REVEALS STUDENTS’ WORRIES with Staffordshire University

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CHANGING THE CONVERSATION ON WOMEN’S HEALTH AT WORK

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THE IMPORTANCE OF THE HEALTH COMMUNITY IN TACKLING WAITING LISTS

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HOW UNIVERSITIES CAN PLAY A LEADING ROLE IN TECHNICAL EDUCATION

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with the University of Greenwich 18

THINK TANK URGES SOCIOECONOMIC TRACKING FOR A FAIRER FUTURE

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NEW RESEARCH HIGHLIGHTS WHY SOCIAL MOBILITY SHOULD BE TOP OF THE AGENDA

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BREAKING THE CARE CEILING

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DRIVING INNOVATION IN THE MANUFACTURING ECONOMY

with Nick Forbes CBE 28 20

THE PURPOSE COALITION AWARDS 2023

HOW TO PUT SMES AT THE HEART OF ECONOMIC GROWTH with Aldermore Bank

with the University of Derby 36

supported by Sodexo 30 22

SHINING A SPOTLIGHT ON SOCIAL MOBILITY WINNERS

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THE BREAKING DOWN BARRIERS AWARD WINNERS

with the Rt Hon Anne Milton 38

CHANCELLOR MEETS with Leonardo UK

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LIVERPOOL HOPE UNIVERSITY DEVELOPS ITS SOCIAL IMPACT

PRESSURES REMAIN IN THE HEALTH SECTOR BUT SOME ARE RISING TO THE CHALLENGE

HOW UNIVERSITIES CAN DRIVE SOCIAL MOBILITY with the University of Chester

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SOCIAL MOBILITY MINISTER JOINS OUR MENOPAUSE AWARENESS DAY ROUNDTABLE

CONTENTS

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AN AMBITIOUS NEW DRIVE TO HELP YOUNG PEOPLE ACCESS THE WORKPLACE with Royal Mail

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TRANSFORMING LIVES with the Wise Group

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CONNECTING MINDS AND OPPORTUNITY with Sodexo and Northumbria University

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WHY GREENING THE WORKPLACE BLOOMS with Potential, with Shelley Preston of Adecco

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THE PURPOSE COALITION AND SODEXO JOIN FORCES TO BOOST SOCIAL MOBILITY

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EMPOWERING WOMEN IN RAIL AND ENGINEERING with Southeastern Railway

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TOGETHER TODAY AT LABOUR PARTY CONFERENCE, A CAMPAIGN FOR EVERY DAY OF THE YEAR

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SOLENT UNIVERSITY CELEBRATES GOLD AWARDS IN THE TEACHING EXCELLENT FRAMEWORK

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LET’S FIX OUR ESG TRANSPARENCY PROBLEM BY KEEPING THINGS SIMPLE

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PURPOSE COALITION VISITS LOUGHBOROUGH UNIVERSITY

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THE POWER OF PLACED-BASED ORGANISATIONS

with Lord Walney 54

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CHANNEL 4 LAUNCHES LEVELLING UP IMPACT REPORT GROWING STRONGER TOGETHER with Sodexo at their Senior Leadership Conference

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NEW ANALYSIS SHOWS LONG-TERM SICKNESS IS FORCING PEOPLE FROM THE WORKFORCE

with the Universities of Newcastle and Northumbria 75

LATEST HARRISON FOUNDATION COMMUNITY PROJECT SUPPORTS SELFCONFIDENCE AND SPEAKING SKILLS

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THE TRANSFORMATION OF PLACE THROUGH PARTNERSHIP with Durham University

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PROVIDING RECRUITMENT SOLUTIONS FOR THE NHS

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GETTING BRITAIN BACK ON TRACK with Hitachi Rail

with the University of Worcester 80

MILLIONS MISS OUT ON OPPORTUNITY AS DESTITUTION RISES IN THE UK

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IN CONVERSATION

OPENING UP OPPORTUNITY THROUGH SPORT

with Sarah Jones, CEO of Anchor

with Cardiff Metropolitan University

PUTTING APPLIED LEARNING AT THE HEART OF PARTY CONFERENCE AGENDAS with Young Enterprise

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RT HON JUSTI N E G R E E N I NG

Building momentum to close the opportunity gap THERE’S NO DOUBT THAT 2023 HAS BEEN A CHALLENGING YEAR FOR MANY PEOPLE, PA R T I C U L A R LY W I T H CO S T - O F - L I V I N G P R E S S U R E S .

YET THOSE CHALLENGES HAVE SPURRED US ON WITH OUR PURPOSE COALITION WORK. THEY S H O W W H Y C O N N E C T I N G M O R E P E O P L E U P, M O R E FA I R LY, T O M O R E O P P O R T U N I T I E S M AT T E R S M O R E THAN EVER.

Our work shows it is possible. Our Purpose Coalition organisations may all be very different from each other but one thing they have in common is that they are all purpose-driven and believe they can be true engines of social mobility.

This year has seen the Purpose Coalition grow bigger than ever with organisations from sectors ranging from rail companies to law firms, universities to NHS Trusts across the country, joining us to make a difference. They recognise that working together in partnership can help them play their part in driving much wider change.

We’re shaping the agenda on purpose and social mobility like never before. This year has seen Purpose Coalition members sharing platforms at the Conservative and Labour party conferences at a wide variety of discussions and events. We have also organised cross-party events in Westminster throughout the year showcasing

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RT HON JUSTI N E G R E E N I NG

the work we are doing on equality of opportunity to ministers and shadow ministers first-hand, on issues ranging from the importance of SMEs to how to address the menopause in the workplace. It’s incredibly valuable for policymakers to see what is already working. Whoever forms the next government can learn from that experience and hear about potential solutions for how government can create an ‘enabling’ policy environment to help organisations make a tangible difference.

As Labour Shadow Employment Minister, Alison McGovern said “private sector is ahead of public sector” on social impact innovation and leading the way.

The action plans and campaigns we have developed with Coalition members have shone a spotlight on many examples of best practice of how they support their colleagues and clients and bring real value to their communities. Individuals, teams and organisations have all been recognised in the 2023 Purpose Coalition Awards, showing just how much impact they are making across all 14 Purpose Goals. Sharing what works encourages and inspires others who are also on their social mobility journey.

Next year is about taking more steps forward to have even more impact. We’re looking ahead, to develop innovative solutions for the long-term that include a more place-based approach. We are working with law firms on new steps they can take to recruit and retain a more diverse workforce that is more representative of the communities they serve. We are also working with regional university partnerships – notably Newcastle, Durham and Northumbria Universities – who are using their world-class research capabilities and local knowledge to develop talent pipelines crucial for the North East economy and beyond.

They can supply the tech businesses hubs that are not only flourishing in the area but attracting further investment to it.

Their success shows so clearly what is possible if organisations focus on what they do well and tailor it to offer the most effective support.

Purpose-led organisations are building a momentum which will drive the agenda forward.

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Next year is about taking more steps forward to have even more impact

Our new Leadership Advisory Council launched this year brings our Purpose Coalition leaders together with a common voice on purpose and social mobility. The group will also partner on more focused pieces of work. That will include employee socioeconomic background reporting which is crucial if we are to measure and evaluate progress. Some members have already embarked on this process and are collecting invaluable information that will really help to open the gates for those from less privileged backgrounds, not only to get in but to get on.

With an election likely in 2024, our Purpose Coalition voice is a powerful group that will advocate for social mobility and it has never mattered more. We will continue to lead the way on shaping what it means for organisations of all kinds to have a positive impact.

Together, we are more than just a coalition; we are a movement.

A movement of organisations and people dedicated to unlocking potential across all our society, breaking down barriers to opportunity, and boosting social mobility. We’ve put the role of responsible business right at the forefront of the agenda, and more organisations than ever before have a Purpose Goals action plan setting out their strategies for breaking down barriers, boosting opportunity and driving social mobility.

2024 promises to be a year of change. The Purpose Coalition aims to be at the forefront of that change. I am very proud of that, and I want to say a special thank you to all our Purpose Coalition organisations and leaders, and all of this year’s award winners, for your support, your passion, and your belief in our common social mobility mission. It makes a huge difference.

Let’s stay engaged, stay inspired, and make 2024 an even more impactful year.

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SOCIAL MOBI LITY PLEDG E

Social Mobility Pledge starts exciting new chapter AS THE L ARGEST SOCIAL MOBILIT Y C AMPAIGN IN THE UK, THE SOCIAL MOBILIT Y PLEDGE COVERS OVER 6 MILLION EMPLOYEES AND 2 MILLION STUDENTS, WORKING WITH 800 ORGANISATIONS TO BREAK DOWN BARRIERS TO OPPORTUNITIES AT EVERY LIFE STAGE. Leading supporters of the Social Mobility Pledge include Highland Spring Group, Equifax, The Estée Lauder Companies, Legal & General, SSE Plc, ALDI UK, Ricoh UK and Equans.

The Founder of the Social Mobility Pledge, and former Education Secretary, Rt Hon Justine Greening said: “I am so proud to have seen so much work being done by members of the Social Mobility Pledge. These are organisations truly committed to breaking down barriers to opportunity and boost social mobility in the UK. They realise that social mobility is a smart investment.

Tapping into a wider talent pool is part of being a successful business, allowing organisations to come up with smarter and more profitable decisions.”

When Justine launched the Pledge in 2018, it asked organisations to make three commitments: to improving outreach into the community, to opening up access through work experience and apprenticeships, and to implementing open recruitment practices.

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And now we’re adding a fourth pillar: progression.

Because social mobility is not just about getting in to a career - it’s about advancing through it too.

The hundreds of organisations who have already joined the Pledge have found joining a wider network of like minded organisations to be enormously beneficial, as they can go further, faster to improve social mobility.

SOCIAL MOBI LITY PLEDG E

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When Justine launched the Pledge in 2018, it asked organisations to make three commitments: to improving outreach into the community, to opening up access through work experience and apprenticeships, and to implementing open recruitment practices.

The Pledge covers many organisations in a number of different sectors, which uniquely means it is able to bring people together to facilitate the sharing of best practices and cross-sector learnings.

As organisations commit to signing the Pledge they contribute not only to social mobility but also to their long-term success. Fair career progression is not just a matter of ethics but also an investment in unlocking the full potential of a diverse workforce.

The Pledge’s relaunch in 2023 is a call to action for FTSE 350 CEOs, members of the UK Parliament, and university vice chancellors. By joining the Social Mobility Pledge, organisations can actively participate in shaping a future where social mobility is not just a goal but a reality, creating a more equitable and prosperous society for all.

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The Pledge’s relaunch in 2023 is a call to action for FTSE 350 CEOs, members of the UK Parliament, and university vice chancellors.

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K E N T A N D M E D WA Y N H S

Kent and Medway NHS and Social Care Partnership 8

A L M O S T 4 0 Y E A R S A G O T O T H E D AY, I WALKED DOWN THE VERY LONG CO R R I D O R O F W H AT WA S I N I T S DAY THE FIRST PURPOSE-BUILT ‘ L U N AT I C A S Y L U M ’ I N T H E C O U N T R Y, FRIERN HOSPITAL. IT WAS OCTOBER 19 8 3 A N D I W A S A S T U D E N T P S Y C H I A T R I C (NOW MENTAL HEALTH) NURSE.

K E N T A N D M E D WA Y N H S

What strikes me now as I prepare to retire forty years later is how much has changed in a relatively short period of time; and how much more still can and must change in years to come.

The wards where I trained were enormous, dormitory aircraft hanger like spaces. If you were on one of the long-stay wards, you may well have been in hospital for decades. One lady I met had been born in Friern, her mother having been committed for having a child out of wedlock.

Thankfully we have come a very long way since those days and I am proud to have worked through transitional times where society’s understanding of mental health and mental ill health has improved and we recognise that the asylums have no place in a modern mental health service.

We are becoming far more open talking about mental health which, when you consider one in four of us will experience poor mental health at some point in our lives, is essential.

I retire this year as CEO from KMPT, a truly brilliant organisation and a role that I have absolutely loved over the past seven years. KMPT provides mental health and learning disability services to the 1.8 million people across Kent and Medway.

As talking about, and looking after, our mental health becomes the norm, so too does living with and managing mental health issues in the community. Just like recovery from physical health conditions, ongoing after care in a familiar environment is proven to be more effective. Each year KMPT cares for over 2,000 adults in our hospitals and 54,000 adults in the community; those numbers in the community will rise as the demand for services increases.

We are embarking on one of the biggest transformations of community mental health in NHS history and this means over the coming years even more people will be seen in the community by the right team to suit their specific needs and supported to live well, outside of restrictive hospital settings.

Helping more people in the community to live well doesn’t stop there for us. We recognise that our unique and vital presence in our local communities means we can influence, speak up and help people beyond our ‘day job’. That’s why we’re working with our partners across Kent and Medway and joining national organisations like The Purpose Coalition, to help people in our communities live well and address inequalities.

Sadly, our communities in Kent are some of the most deprived in the country – we are well placed to help address this. People with mental health conditions die 15-20 years earlier than the rest of the population. Couple this with the diverse needs of a range of some of the most deprived communities in the country living through the cost of living crisis, we have a significant challenge ahead. I firmly believe that through committed partnerships, things can change.

That’s one of the reasons why last year we committed to helping the UK reach its levelling up goals by partnering with the Purpose Coalition. Our ambition is to face, together and head on, the UK’s biggest challenges for our patients, customers, colleagues and communities. We have already started this journey – from creating more opportunities for school leavers and young adults to train and work with us; to building sustainable, green spaces; to improving our social value procurement. That said, we know there is more to do, and that we can and must go further and faster.

Our localised education and recruitment outreach programmes, targeted schemes to close the digital divide for service users and their caregivers and sustainable renovations to our outdoor spaces and wards are just some examples of what we are doing. There are many more, including improving the wellbeing and health of our own staff who account for over 3, 500 people in Kent and represent 66 nationalities.

As the Trust now embarks on its ambitious social impact agenda, I am confident it will continue to focus on making a positive difference with the communities it serves. As I look back in my final few weeks at KMPT before I retire, I can honestly say that I have been inspired and impressed every single day in my role as Chief Executive. People truly are at the heart of KMPT and it is its staff and volunteers who make it so. To say I am honoured to have been part of KMPT’s journey to date is an understatement and I look forward to watching its journey in taking forward the purpose-led changes our society so desperately needs.

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R E E D I N PA R T N E R S H I P

Why a Midlife MOT is a vital tool in retaining older workers THE UK POPUL ATION IS AGEING. BY 2030 HALF OF ALL ADULTS IN THE UK WILL BE OVER 50. A THIRD OF THE UK WORKFORCE IS ALREADY THIS AGE. AT THE SAME TIME THERE IS ALSO A SHORTFALL OF YOUNG PEOPLE ENTERING EMPLOYMENT.

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Retaining older workers has never been more important but rising numbers are leaving the workforce because they believe they are financially secure enough to retire early or because they don’t have the right skills or confidence to get a better job or because they are suffering from poor physical or mental health.

The last few years have demonstrated the importance of financial resilience, with cost-of-living pressures forcing many to re-evaluate their lives and the arrangements they had previously made. The Purpose Coalition hosted an event at the Conservative Party Conference in Manchester - Retirement Resilience: How can the Midlife MOT help us plan for later life and stay in employment? - which highlighted a new approach to help better prepare older workers.

R E E D I N PA R T N E R S H I P

The discussion panel was led by Purpose Coalition Chair and former Education Secretary, Rt Hon Justine Greening, and Guy Opperman, Former Minister of State for Employment who introduced the first Midlife MOTs in 2022 when a Minister at the Department for Work & Pensions and Donna Hurrell, Operational Director ar Reed and Harriet Butcher, Head of Public Affairs, Centrica. It looked particularly at Reed’s experiences when running one of the successful pilot schemes in East Anglia.

The Midlife MOT is a review for workers aged 45-55 that helps them take stock of their work, wealth and wellbeing and enables them to better prepare for their retirement and build financial resilience. Employers can sign up to the scheme to offer free assessments to their older workers to

help give them clarity and confidence about how to shape their future at work and beyond. The aim is to get them to stay in work longer by helping them understand why and how they should remain in work, including the financial benefits, help with work-life balance and ongoing continuous professional development.

Older workers are often some of an organisation’s most experienced and skilled employees so it makes good business sense to make every effort to retain them. It demonstrates a commitment to age inclusivity in the workplace, it helps develop a more skilful, motivated and productive workforce, supports employee wellbeing across a range of important issues and reduces absenteeism through health support. There is no cost to the employer as funding is provided by the DWP.

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S TA F F O R D S H I R E U N I V E R S I T Y

Survey of basic needs reveals students’ cost-of-living worries A SURVEY OF STUDENTS’ BASIC NEEDS HAS FOUND THAT ALMOST ALL ARE WORRIED ABOUT THE COST OF LIVING AND THE MAJORIT Y HAVE R E P O R T E D G O I N G H U N G RY. The Student Basic Needs Survey has been piloted with 100 students at Staffordshire University and measures financial, food and housing insecurities in a UK student population.

The work has been carried out with the Purpose Coalition

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and findings were shared at a fringe events at both Labour and Conservative Party Conferences. The event was chaired by former Education Secretary and Purpose Coalition Chair Rt Hon Justine Greening and Stoke-on-Trent Central MP Jo Gideon was on the panel.

Pro Vice-Chancellor Professor Annabel Kiernan said: “We piloted the Student Basic Needs Survey to empower sector providers to better understand and address the stark reality students face. The report underscores the urgent need for comprehensive, targeted support to ensure students can focus on their studies without the burden of basic necessities.”

S TA F F O R D S H I R E U N I V E R S I T Y

SURVEY FINDINGS INCLUDE: Financial insecurity • Almost all students (93%) are worried about the cost of living • One in three students are ‘only just coping’ financially • Student Finance maintenance loans are insufficient to meet students’ expenses • Students are spending more time on campus where electricity and heating is free

Housing insecurity (including homelessness) • Students experience poor quality housing due to insufficient income • A quarter of students reported moving home between three and five times within a single year • 6.5 per cent of students reported being homeless in the last 12 months

Food insecurity • Nearly two thirds of all students have gone without food when they were hungry • Students have become astute in accessing free or low cost food options • There is an ‘unspoken’ but evident reality that students shoplift for food • One in ten students didn’t eat for an entire day at least once every month because they couldn’t afford it

Social support and worries • There is a reliance on social support to bridge financial gaps • Nearly two thirds of students are having to ask family or friends for help to cover food costs and pay bills • Seven in ten students had reduced their social activities due to financial constraints

Rt Hon Justine Greening said: "The higher education sector has been driving social mobility for many years but there are still too many barriers in place for students. These findings highlight the impact that the cost-of-living is having, especially on those from lower socio-economic backgrounds.

Wider issues within the economy have also impacted sectors like hospitality which students have often relied on financially - making it a real challenge for some students.

"Staffordshire University is taking a leading role in supporting their students and ensuring they are able to succeed during their time in higher education."

Professor Kiernan added: “Our report shows how these insecurities directly impede academic success and social mobility. Basic needs insecurities are not mere statistics; they are barriers to education, social mobility and overall well-being. Financial instability obstructs academic progress, food scarcity affects concentration and health, and housing insecurity hampers emotional wellbeing and educational engagement.”

Staffordshire University and The Purpose Coalition are now calling on other universities to adopt the survey so that there is a comprensive picture of the basic need issues affecting students. Anyone wishing to find out more can email erev@staffs.ac.uk

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WO M E N ’ S H E A LT H

Changing the conversation on women’s health and wellbeing in the workplace WOMEN’S HEALTH ISSUES HAVE ALL TOO OFTEN BEEN A TABOO SUBJECT IN THE WORKPL ACE, S C A RC E LY A C K N O W L E D G E D A N D B A R E LY D I S C U S S E D . T H E I R P E R F O R M A N C E , T H E I R P RO D U C T I V I T Y, T H E I R R E T E N T I O N A N D T H E I R M O R A L E A L L S U F F E R E D A S A R E S U LT. C L E A R LY B A D N E W S F O R WOMEN, BUT ALSO BAD NEWS FOR BUSINESS.

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WO M E N ’ S H E A LT H

An opening event at the Labour Party Conference in Liverpool, Workplace Revolution: How can employers do more to support women’s health and wellbeing in the workplace?, heard how the situation was changing, spearheaded by purpose-led companies who are taking positive action to support women and their colleagues in the workplace to understand the problems they face and the solutions that are making a difference. Speakers included Abena Oppong-Asare MP, Shadow Minister for Women’s Health & Mental Health, Karen Quinn, Managing Director, Crowne Associates Employee Engagement and Recruitment and Claire Costello, Chief Procurement at the Co-op.

The menopause, for example, affects 3.5 million women in the UK workforce, and one in four of those consider leaving their jobs because of it. Thousands of other women are also affected by the impact of fertility problems and their treatment and by miscarriage. In an era of more open employee engagement, many organisations are recognising that eliminating the stigma associated with these issues, and talking constructively about how they impact women, will lead to more effective solutions in happier, more productive workplaces. Making women’s health and wellbeing an integral part of their overall health and wellbeing strategy will also help to drive a more inclusive workplace. Having open conversations is key but measures such as focus groups, mentoring, flexible working, the appointment of menopause champions and management training for men and women can all contribute to a more supportive environment in which women can thrive and make the most of their potential. That also makes good business sense.

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Making women’s health and wellbeing an integral part of their overall health and wellbeing strategy will also help to drive a more inclusive workplace 15

H E A LT H C O M M U N I T Y

New data highlights the urgency of the health community coming together to tackle waiting lists NEW STATISTICS HAVE SHONE A SPOTLIGHT ON THE URGENCY OF TACKLING NHS WAITING LISTS - WITH MORE THAN HALF OF PEOPLE WHO DIED IN ENGLAND LAST YEAR ON AN NHS WAITING LIS T. An estimated 340,000 people died whilst on a waiting list in 2022, compared to 240,000 in 2017 - a 42 per cent rise, which represents more than 60 per cent of all deaths in England.

The data highlights the urgent need for the whole ‘health community’ to come together to tackle waiting lists, and get patients the care they need, as quickly as possible. Doing so means longer, healthier lives for people across the country especially those in the most disadvantaged communities.

There are currently 7 million people in Britain today on an NHS waiting lists, with 371,000 people waiting more than a

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year to be seen. Polling also shows that only 29% of people are currently satisfied with healthcare services.

Responding to the findings, Labour’s Shadow Health Secretary, Wes Streeting said “Record numbers of people are spending their final months in agony, waiting for treatment that never arrives. The basic promise of the NHS — that it will be there for us when we need it — has been broken.”

The Health Community Campaign, chaired by former Public Health Minister, Rt Hon Anne Milton aims to put patients first, by utilising the whole healthcare sector - public and private to get patients the care they need, now.

In early 2024, the campaign will launch its State of the Nation report with senior MPs in Parliament, bringing together best practice from healthcare organisations across the country to develop innovative solutions to cut waiting lists and tackle health inequalities.

Find out more about the campaign at www.healthcommunity.uk

UN IVERSITY OF G REENWICH

How universities can play a leading role in providing technical education fit for the future EQUIPPING THE UK WITH THE SKILLS NEEDED FOR A GREEN, DIGITAL, HIGH TECH ECONOMY IS VITAL IF THE COUNTRY IS TO GET B AC K O N T R AC K , A N D U N I V E R S I T I E S C A N P L AY A LEADING ROLE IN MAKING SURE THAT THE NEXT GENERATION’S TECHNIC AL EDUC ATION IS FIT FOR THE FUTURE. An event hosted by the Purpose Coalition and the University of Greenwich at the Labour Party Conference in Liverpool, Skills Superpower: How can the UK provide technical education that is fit for the future?, discussed how technical education can not only drive higher productivity but also boost social mobility. Chair of the Purpose Coalition and former Education Secretary, Rt Hon Justine Greening, was joined on the panel by Professor Jane Harrington, Vice-Chancellor at the University of Greenwich and crossbench member of the House of Lords and former Labour MP, Lord Walney.

Purpose Coalition partner, the University of Greenwich, is one of the institutions that is working hard to connect young people with the businesses around them. Many of their students are from disadvantaged backgrounds in London and Kent, with little experience of the professional and technical institutions in the City of London that are within sight of its campus. Through extensive outreach with local schools and colleges it lays the groundwork that encourages and inspires those young people to consider careers that will make the most of their talents and lead to more rewarding, prosperous lives.

The event heard about some of the University’s best practice, including the GREat Skills programme which offers students from local schools and colleges a range of academic, personal and transferable skills workshops delivered by trained student ambassadors and staff that help prepare them for the transition from university to the jobs of the future, including engineering,

games development and logistics. The scheme demonstrates how the University’s approach is making a difference for its students, bridging the gap by providing graduates with the skills and expertise that employers need to achieve a high skilled, high wage economy as well as a more diverse workforce that better reflects the communities they serve.

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N ICK FORBES CBE

Think tank urges socioeconomic tracking for a fairer future MANDATORY SOCIOECONOMIC TRACKING AND LEGISL ATION ON SOCIOECONOMIC DISCRIMINATION ARE KEY TO MAKING GENUINE PROGRESS ON SOCIAL MOBILIT Y AND ENSURING THAT C AREER OPPORTUNITIES ARE ACCESSIBLE TO EVERYONE.

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As Chair of the Centre for Progressive Purpose, part of the Purpose Coalition, I recently launched a new policy paper, Breaking Down Barriers. It calls for a Breaking Down Barriers Declaration to be adopted by policymakers, including any new incoming government, to bring purpose and intent to prioritising access to equal career opportunities. It would centralise the work that many leading businesses and key education institutions are already undertaking to provide stronger pathways to successful careers through outreach, work experience and training, particularly for disadvantaged and underrepresented groups.

At the moment, too many people encounter barriers at every life stage that prevent them from accessing good quality, rewarding careers. Not only do they face challenges getting in but also in getting on, with career progression limited compared to others from more privileged backgrounds.

N ICK FORBES CBE

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Measuring progress can be challenging but it is crucial to seeing where the gaps still remain The Declaration would encourage employers to set public commitments to increase representation at every level, supporting them but also holding them to account. It will be crucial for addressing the stark socioeconomic disparities evident across the country, transforming Britain’s opportunity offering.

It will also be critical to economic growth, with estimates suggesting that improving opportunities could boost the UK economy by £52 billion.

The paper focuses on three important areas employment, recruitment and progression - and makes three key recommendations to help drive a more effective opportunity offering: •

Mandatory socioeconomic diversity tracking, through the application of four questions

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Increase the legal protection of socioeconomic discrimination, including accent

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Employers to commit to increase workforce representation of those from disadvantaged backgrounds at all levels

Britain’s poor social mobility means that too many talented people are not able to access opportunity and don’t realise their potential as a result. Career pathways are significantly restricted for those who do not have the networks or connections to help them get on, or who face other barriers, including things like accent. Breaking those down and allowing talent to flourish will change their lives

and their communities. But it is also part of a much wider economic imperative in which the country needs the right talent to match the skilled jobs that will boost productivity and growth.

At the Purpose Coalition, working with leadership teams from businesses, universities, NHS Trusts and other third sector organisations, it is clear that many employers are already shifting the dial on opening up opportunity to everyone, regardless of background. They have seen how gender and ethnicity reporting has helped them to build more inclusive and diverse workforces that not only better reflect the communities they serve but are also more innovative and engaged. There is also compelling evidence that it makes good business sense. Measuring progress can be challenging but it is crucial to seeing where the gaps still remain.

Some have now also begun to track socioeconomic diversity as part of their efforts on social impact and are already gaining a much clearer picture of how their recruitment, progression and retention practices affect the makeup of their organisation. That data is vital if we are to tackle inequality. With new research from the Social Mobility Foundation showing that a class pay gap costs those from working-class backgrounds over £6,000 a year, it is likely that these trailblazers will be ahead of the curve as the momentum for genuine equality of opportunity gathers pace and the economic case becomes ever more apparent. I hope that this paper will encourage employers – who have such an important part to play in driving greater social mobility – to shape the future of Britain in a fairer, more progressive way.

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BUS I N ESS N EWS

The 2023 Purpose Coalition Awards celebrate the work underway in our communities to break down the barriers to opportunity.

This is a unique moment for us to highlight and showcase the work going on to boost social mobility across the UK.

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BUS I N ESS N EWS

SHINING A SPOTLIGHT ON SOCIAL MOBILITY WINNERS THE PURPOSE COALITION AWARDS 2023

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The winners of the prestigious Purpose Coalition Awards 2023, Breaking Down Barriers, were announced, recognising the work and innovation that individuals and organisations have demonstrated in breaking down barriers to opportunity and boosting social mobility.

There are award categories for each of the 14 Purpose Goals, a framework developed by the Purpose Coalition to share knowledge and best practice and unify diverse efforts for change. They help identify the key elements that need to be in place to ensure equality of opportunity, from a child’s early years to fair recruitment processes, from closing the digital divide to harnessing the energy transition. There are also additional Spotlight Awards to shine a light on those who have shown exceptional dedication and impact in their particular fields, a Parliamentarian of the Year Award and several awards where MPs have nominated individuals and organisations.

The Breaking Down Barriers Awards are sponsored by leading Purpose Coalition partner, Sodexo, and the winners were announced by the Chair of the Purpose Coalition, Rt Hon Justine Greening, together with Engagement Directors, Rt Hon Anne Milton and Nick Forbes CBE. Rt Hon Justine Greening said: “I’m absolutely delighted to give out these awards. They are testament to the creativity and determination of those who have put social mobility at the top of their agendas. At a time when the country is continuing to face economic and social challenges, it is more important than ever to shape what it means to make a positive impact. Our winners are leading the way and I want to congratulate them personally for the commitment they have shown to spreading equality of opportunity. I

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hope their achievements will inspire others to look at their own organisations and communities to see where they could also make a difference.

“The Purpose Goals were developed specifically to help generate a cohesive approach to social impact. The fact that there are winners for each of the 14 Purpose Goals and that our winners represent such a wide range of sectors is a clear indication that the purpose-led movement is gathering pace.

Many Coalition partners have an impact on a number of the Goals but often choose to have a strategic focus on those that are most relevant to their business and where they can benchmark their progress most effectively. Our winners are fantastic examples of how successful that approach can be.

“These Awards also mark the end of 2023. It is a year which has seen the Purpose Coalition grow in size and extend its membership across sectors, with some outstanding work from our partners to maximise their social impact and some on the beginning of their journey. We are shaping the agenda like never before, at party conferences, with ministers and shadow Ministers and through our policy roundtables. I know that, collectively, we will continue to explore innovative solutions to break down barriers and unlock potential.”

Speaking during the awards, Sean Haley, CEO of Sodexo UK & Ireland said: “It is incumbent on us all to play our role in Breaking Down Barriers to Opportunity across the country.

To create positive social impact in the communities where we operate and where we live.”

“I’d like to acknowledge all members of the Purpose Coalition and thank them for their continued efforts and leadership on this important agenda.`

AT A TIME WHEN THE COUNTRY IS CONTINUING TO FACE ECONOMIC AND SOCIAL CHALLENGES, IT IS MORE IMPORTANT THAN EVER TO SHAPE WHAT IT MEANS TO MAKE A POSITIVE IMPACT. RT HON JUSTINE GREENING

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WINNERS Strong Foundations in Early Years Award

Fair Career Progression Award

- Channel 4

- Travelodge

Successful School Years Award

Widening Access to Savings and Credit Award

- Dave Green, Teleperformance - University of Southampton

Positive Destinations for Young People Award

Good Health and Well-being Award

- Prof Graeme Atherton, UWL - Clive Higgins, Leonardo UK

- Kent and Medway Partnership and Social Care Trust - James Etherson, South Warwickshire University Foundation Trust - The Wellbeing Team, Centrica

Right Advice and Experiences Award - University of Greenwich - Northumbria University - Peter Kay, Tarmac

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- The Co-op Group - Ryan Walker, Virgin Money

Extending Enterprise Award - Solent University

Open Recruitment Award

Closing the Digital Divide Award

- Vicki Hurrell, Royal Mail

- University of Chester

Infrastructure for Opportunity Award

Harness the Energy Transition Award

- Professor George Holmes, University of Bolton

- Gail Parker, Centrica

Building Homes & Sustainable Communities Award

Achieve Equality, Through Diversity & Inclusion Award

- Jericho Jump Start

- Raj Jones, Sodexo - Professor & Vice-Chancellor Professor David Green, University of Worcester

SPOTLIGHT AWARDS The Talent Management Award Jonathan Carberry, Aldermore Bank

Learning and Development Champion Liz Nash, UK Power Networks

University Leader of the Year Professor Eunice Simmons, Vice-Chancellor & Principal , University of Chester Professor Kath Mitchell, Vice-Chancellor and Chief Executive, University of Derby

Outstanding Social Mobility Champion Kerry Dryburgh, bp

Parliamentarian Award Alison McGovern MP, Shadow Minister for Employment

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‘I N ST IT UT E FO R FI SCAL ST U D I E S

New research highlights why social mobility should be top of the political agenda 26

L A S T HALF CE N TU RY T O MOVE U P T HE SOCIAL L ADDER. That’s the stark message from the Institute for Fiscal Studies (IFS) in a new report which reveals how entrenched poor social mobility remains in many parts of the country. The research analysed income data for those born in the 1960s, 70s and 80s and found that parental income had become a much stronger indicator of the earnings that people born from the 1970s onwards could expect by the age of 28. The growth of inheritances for the children of wealthy parents was also more important in determining lifetime income - that is likely to drive a further decline in social mobility for those born in the 80s compared with previous generations. With huge increases in house prices in recent decades – which served to help those parents already on the property ladder to pass on greater wealth to their children – inheritances will be as big on average for those born in the 80s as for those born in the 60s.

The report also revealed striking differences between different parts of the country and different groups in their ability to move up income and wealth brackets. Men who grew up on free school meals end up earning £8,700 more at age 28 if they grew up in the highest mobility areas around London than if they grew up in the lowest mobility areas in the north of England. For women who grew up on free school meals, areas in and around London also do best for upward mobility, while the areas with weaker performance are spread across Yorkshire, the Midlands and the North-East.

The difference in earnings at age 28 between the most and least upwardly mobile areas is £8,100. Education accounts for only a quarter of the variation in mobility across local authorities for men, and just under a half for women - twice the amount of differences in upward mobility compared with men.

Those with parents living in London also stood to inherit about twice as much as those in the north-east or Yorkshire and the Humber, reflecting the surge in property values in the capital in recent decades compared with weaker growth elsewhere. It highlights the difficulty for children from relatively low-income backgrounds in lower-wealth parts of the country will encounter in moving up in terms of total lifetime income.

There were also significant differences between ethnic groups.

Even though children from most ethnic minority groups on free school meals out-perform their white peers in terms of educational outcomes, that advantage is reversed when some enter the labour market. Men from Pakistani, Black African and Black Caribbean backgrounds who grew up on free school meals earn less than white men who also had free school meals. There were also striking differences between ethnic groups, including a difference of £8,000 in the earnings of young men from a black Caribbean background who grew up on free school meals compared with someone from an Indian background.

‘I N ST IT UT E FO R FI SCAL ST U D I E S

I F YO U ARE BORN IN A POSIT ION OF DIS ADVANTAG E, IT WIL L BE HARDER N OW THAN AT ANY POINT OVER THE

Education accounts for only a quarter of the variation in mobility across local authorities for men, and just under a half for women - twice the amount of differences in upward mobility compared with men.

The report acknowledges that further research is needed as some of the differences in mobility between areas do not appear to be just down to education but also to differences in local labour markets, family stability and demographics of the local population. Some areas with higher economic activity rates, higher shares of married households and better-performing schools, for example, have better later-life earnings for men who grew up on free school meals.

Commenting on the report, Chair of the Purpose Coalition and former Education Secretary, Rt Hon Justine Greening said: “This new research highlights that entrenched and systemic poor social mobility is still a feature in too many parts of the country. It simply doesn’t make sense to ignore the talent that exists everywhere in this country, economically or socially.

Government should be working urgently and decisively to put social mobility back at the top of the political agenda, if we are to have any hope of an economic recovery.

But every organisation, institution and business also needs to make sure that they are doing as much as they can to make opportunity available to the people in them and to the communities they serve. ”The Purpose Coalition has partnered with leading businesses, universities and NHS Trusts to help drive this agenda, by highlighting the best practice that is already making a difference and by developing innovative solutions to make opportunity accessible for everyone, no matter where they are from or what their background.”

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A L D E R M O R E BA N K

The Labour Party Conference hears how to put SMEs at the heart of economic growth S M A L L A N D M E D I U M S I Z E D E N T E R P R I S E S ( S M E S ) A R E T H E B A C K B O N E T O O U R E C O N O M Y, K E Y T O U N L O C K I N G O P P O R T U N I T Y A N D I M P R O V I N G S O C I A L M O B I L I T Y . T H E Y E M P L O Y 16 . 4 M I L L I O N P E O P L E W I T H A N E S T I M A T E D £ 2 .1 T R I L L I O N T U R N O V E R . T H E Y O F F E R P E O P L E T H E C H A N C E T O R U N A B U S I N E S S O N T H E I R O W N T E R M S , O F T E N I N CO M M U N I T I E S A N D R E G I O N S W H E R E T R A D I T I O N A L LY OPPORTUNITIES HAVE BEEN LIMITED.

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A L D E R M O R E BA N K

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Providing financial inclusivity brings equality of opportunity to those who would otherwise have missed out Recent years have been difficult and unpredictable. The pandemic and associated restrictions, difficulties with supply chains and skilled labour shortages and, most recently, a cost-ofliving crisis have all presented challenges but there is increasing evidence that many SMEs are looking to the future, to recovery and growth.

At an event at Labour Party Conference hosted by Aldermore Bank and the Purpose Coalition, Going for growth: How can the UK unleash economic growth by harnessing the power of SMEs? delegates had the chance to hear from a panel who discussed the conditions that would encourage SMEs to flourish and play their full part in the country’s economic growth. Labour’s mission to have the highest growth in the G7 highlighted how important policy alignment on the issue is in the run-up to the next general election. Speakers included Rt Hon Justine Greening, Purpose Coalition Chair, Steven Cooper CBE, CEO, Aldermore Bank, Nick Forbes CBE, Engagement Director, Purpose Coalition and Abdul Hai OBE, Executive Board Member, SME for Labour.

Aldermore Bank actively focuses on financial inclusion. Its mission to open up banking to people and businesses who find it difficult to get finance and advice from the traditional financial sector sees it working with experts to build up a deep understanding of different sectors to ensure that the support and products they offer are as effective as possible. Providing financial inclusivity brings equality of opportunity to those who would otherwise have missed out, giving them the chance of a better life and communities the chance to generate business and jobs.

Purpose-led enterprise has been the focus of a number of crossparty events held by the Purpose Coalition and SME4Labour, including the launch of the report Entrepreneurial Revolution: Putting SMEs at the heart of the economy, authored by Nick Forbes CBE.

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LIVER POOL HOPE UN IVERSITY

Liverpool Hope University joins partnership to develop its social impact Their work is guided by a framework of 14 Purpose Goals which cover key life stages as well as the issues which can be barriers to getting on, such as good health and wellbeing and digital connectivity.

AS PAR T OF THE AGREEMENT, THE UNIVERSIT Y WILL DEVELOP AN IMPACT REPORT TO ASSESS IT S CURRENT SOCIAL IMPACT AND CONSIDER HOW IT CAN GO EVEN FURTHER IN DELIVERING O P P O R T U N I T Y. Liverpool Hope University has been committed to widening participation for more than 175 years, with its founding colleges among the first in the country to open up higher education to the wider population.

Priding itself on a modern, student-focused approach, it remains committed to social justice and continues to provide high-quality, research-informed teaching to promising students from a diverse range of backgrounds.

Liverpool Hope University joins a growing number of purpose-led, higher education institutions that are members of the Purpose Universities Coalition, and part of the wider Purpose Coalition.

They are working with many leading businesses including The Adecco Group, Sodexo, UK Power Networks and bp as well as NHS Trusts, local authorities and third sector organisations across the country to improve social mobility in their organisations and in the places where they operate.

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Chair of the Purpose Universities Coalition and former Education Secretary, Justine Greening, said: “The universities in our Purpose Universities Coalition, led by their Vice-Chancellors, are at the forefront of this country’s efforts to level up – it’s at the heart of everything they do. I’m delighted that Liverpool Hope University is now part of this important partnership. It has always been committed to widening access to university so that everyone has the chance to benefit from the opportunities that higher education can bring, fulfilling their potential no matter what their background or where they are from.

“It is increasingly clear, however, that universities can have a much wider impact, driving economic growth as anchor institutions in their communities across the UK. In addition to providing the skills and expertise that employers need, they also foster innovation and entrepreneurship through their partnerships with local businesses and other stakeholders that make a significant contribution to regional economic development. In a city like Liverpool, with its proud tradition of community, I’m looking forward to working with Liverpool Hope to find out how it is currently making a difference and exploring what more it can do to support its students and its local communities.”

Dr Penny Haughan, Deputy Vice Chancellor of Liverpool Hope University, said: “We are delighted to begin this partnership with the Purpose Coalition.

“Since its foundation, Liverpool Hope University has been a socially focused institution that promotes equality and diversity and we continue to encourage students of all backgrounds to pursue a university education.

“We look forward to working closely with the Purpose Coalition to further drive forward social mobility and align with employers with prosocial agendas.”

UN IVERSITY OF CH ESTER

How universities can continue to drive social mobility T H E R E ’ S N O D O U B T T H AT G O I N G T O U N I V E R S I T Y C A N B E T R A N S F O R M AT I O N A L , PA R T I C U L A R LY F O R T H O S E FROM LESS PRIVILEGED BACKGROUNDS. Universities can offer their students the chance to improve their lives with more rewarding and better-paid jobs. They are also anchor institutions in their communities, acting as critical connectors in their local areas, partnering with the private sector and other public sector organisations to deliver opportunity. That benefits local economies too, especially in areas where opportunity has traditionally been limited.

At an event at Labour Party Conference in Liverpool, Putting social mobility at the heart of Britain’s universities, discussion focused on how a Labour Government would support universities in the future and ensure that they remain engines of social mobility. Speakers included Rt Hon Justine Greening, Chair of the Purpose Coalition, Professor Eunice Simmons, Vice-Chancellor & Principal, University of Chester, and Steve McCabe, MP for Birmingham Selly Oak and Nick Forbes CBE. The Labour Party has committed to breaking the class ceiling and putting education at the heart of its governing policy. The event heard about some of the issues standing in the way of its mission to break down the barriers to opportunity, including the current system of university funding which many Vice-Chancellors believe is no longer fit for purpose, student loans, the stagnation in value of the maintenance grant, low value degrees and widening access and participation.

The University of Chester is a best-in-class example of a university where social mobility is in its DNA. It is ambitious in supporting young people in their careers, particularly those from underrepresented groups, and is focused on delivering social value not only for its students but also for its colleagues and the wider Chester community.

Like the best purpose-led universities, it also recognises that it can go even further in providing access to opportunity and is working with its partners to make a real difference.

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The University of Chester is a best-in-class example of a university where social mobility is in its DNA 31

C A R E L E AV E R S

Breaking the care ceiling A S Y O U N G P E O P L E A C RO S S T H E C O U N T R Y G E T R E A DY T O S TA R T U N I V E R S I T Y, N E W E V I D E N C E O F A C A R E C E I L I N G H A S E M E RG E D W I T H A WA R N I N G T H AT I F YO U A R E A C A R E L E AV E R YO U A R E M O R E L I K E LY T O E N D UP IN A PRISON CELL THAN IN A LECTURE HALL. A new report published by Civitas found that in 2021-22 while 47% of children from state-funded schools progressed into higher education by the age of 19, just 14 per cent of care leavers did the same. It also showed that care leavers are only half as likely to go to university than a child growing up in the poorest fifth of households or a child entitled to Free School Meals. Department for Education figures in the report show that 550 care leavers under the age of 19 went on to higher education in 2021-22, representing just 0.2 per cent of students starting undergraduate courses. In the same period, only 90 care leavers under the age of 19 went to one of the top 32 universities in England, 0.1 per cent of new entrants.

That figure has barely changed in the last ten years. The report calculates that it would take more than 107 years to close the gap between care leavers and non-care leavers at the current rate of progress.

Care leavers make up a quarter of the homeless population and are far less likely to be in education, employment or training than other people of their age. In 2022 the Independent Review of Children’s Social Care estimated the lifetime cost of poor outcomes for children with experience of our care system was over £1 million per child. A third of care leavers have children who themselves end up in care, creating a generational cycle of disadvantage.

The positive impact of supporting young people in care into higher education, however, is marked. Civitas’ analysis of official earnings data found that going to university shrinks the pay gap between care-experienced people and others. Eighteen months after graduation, graduates who grew up in care earn just 2.5% a year less than those who didn’t, compared to a difference of a third for those who had not been to university.

The league table in the report is the first ever to compare universities based on the number of care leavers they take. The Purpose Universities Coalition works with many purpose-led university partners who are already working hard to break the cycle of disadvantage that underrepresented groups experience when it comes to higher education, highlighting the message that university can be for them.

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Northumbria University is second in the table and one of only two universities where at least one in every 50 undergraduate students has care experience. It is a signatory of the Care Leavers Covenant and provides access to support for care leavers around entry, admissions, finance and targeted advice. It is also a Partner of the North East Raising Aspiration Partnership (NERAP), a long-standing collaboration of the five universities in the region who fund pre-16 outreach activity. The flexible nature of admissions there, including the offer of foundation year courses, means it can offer more opportunities to applicants from a wider range of backgrounds.

Solent University, also in the league table’s top ten, works in partnership with local councils, schools, colleges and other universities regionally through the ‘We Care’ Partnership. It offers support packages to care leavers which include bursaries, all-year round accommodation and a designated staff member for support.

Young people from care backgrounds leaving education have some of the worst outcomes of any groups in society. Like many groups from disadvantaged backgrounds, that doesn’t mean that they don’t have talent or potential. Effective outreach work can help to inspire them to think of university as a real option for them as well as advise them on what they need to do to get there. Support before they start their course and as undergraduates can help to ensure that they flourish while they are there.

Going to university can be life-changing. There is no reason why it shouldn’t change care leavers lives’ too.

C A R E L E AV E R S

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U N I V E R S I T Y O F D E R BY

Driving innovation in the manufacturing economy a Derby case study BRITAIN HAS A LONG-STANDING MANUFACTURING ECONOMY WHICH HAS DRIVEN WORLD-CL ASS INNOVATION AND DESIGN.

As technological change continues at pace, it is more important than ever that we have the skills that will enable us to take advantage of that, while at the same time delivering opportunity to individuals and communities across the country.

That challenge was the focus of an event at Labour Party Conference in Liverpool. Skills for Britain: How higher-level skills can drive innovation and a manufacturing economy was hosted by the University of Derby, Car Charged and The Purpose Coalition. Speakers included Rt Hon Justine Greening, Chair of the Purpose Coalition, Lionel Mathia, Managing Director of Car Charged, Professor Keith McLey, Pro Vice-Chancellor, University of Derby, Charlotte Nichols, MP for Warrington and Catherine Atkinson, Labour prospective parliamentary candidate for Derby North.

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The University of Derby is one of the top performers in the UK for recruiting from higher education participation cold spots

U N I V E R S I T Y O F D E R BY

Derby was one of twelve Opportunity Areas launched in 2016, transitioning to Priority Areas in 2021. The University is one of the top performers in the UK for recruiting people from higher education participation cold spots. It has actively addressed belowaverage educational attainment within the region’s school system, with extensive outreach that embeds industry partners into the curriculum at an early stage so that children have the chance to hear about the working world from real professionals.

It sees its partnership working as fundamental to levelling up. As well as working with regional employers for apprenticeship delivery, it is working with Further Education and industry partners to develop new initiatives to allow access to skills development.

The discussion heard about the successful partnership between the University of Derby and Car Charged UK Ltd, under the auspices of the University’s Invest to Grow programme. Set up in 2015, the initiative supports private sector businesses across the East Midlands to innovate, grow and create jobs, providing loans and grants to support specific schemes. Car Charged obtained funding to develop its wireless EV charging expertise, and particularly its concept of Wireless Electrical Vehicle Charging (WEVC) stations, allowing it to increase its turnover significantly and create additional jobs. It also developed closer links with the University as a result which has led to the provision of an internship for a student and involvement in other research and development programmes.

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R T H O N A N N E M I LT O N

Pressures remain in the health and social care sector but some are rising to the challenge THE NHS’S 75TH YEAR HAS BEEN A TURBULENT ONE. AS WE APPROACH THE NEW YEAR, WITH WINTER PRESSURES ON THE HORIZON AND ALREADY RECORD WAITING TIMES, HEALTHC ARE REMAINS HIGH ON THE POLITICAL AGENDA. ALL POLITIC AL PAR TIES WILL BE VERY AWARE THAT, W I T H A P RO B A B L E G E N E R A L E L E C T I O N I N 2 0 24 , HEALTHC ARE WILL BE A KEY BATTLE GROUND. THIS WILL BE ACCOMPANIED BY FORCEFUL VOICES FROM THE SOCIAL CARE SECTOR TO COME UP WITH IDEAS FOR HOW IT WILL BE FUNDED AND DELIVERED IN THE YEARS AHEAD.

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These remain challenging times. The impact of the pandemic on people’s physical and mental health is now also compounded by the cost-of-living crisis. It is of particular concern for young people, with health services and charities reporting a youth mental health crisis.

In addition, many of those on the waiting lists will be unable to work whilst they wait for surgery or older people whose health will be deteriorating due to loss of mobility. Every week seems to bring new research which shows that health inequality is getting worse, widening the divide between advantaged and disadvantaged communities.

In the last few weeks, there has been a focus on health inequality affecting the very young and the very old which illustrates how health inequalities can impact every life stage. New data has shown that child mortality rates in the most deprived communities are more than double those in the least deprived and disparities

Current health challenges will have an impact far beyond health and care services. People who suffer from poor physical or mental health, and who have to wait for months for diagnosis or treatment, will find it difficult to stay in work or to find a job. New research suggests that one in three people have missed work in the last year because of delays in accessing NHS care. The rising number of people leaving the workforce has significant economic implications for government. On a national and local level, employers are unable to recruit people with the skills and experience they need to service and grow their businesses. The imperative to reduce inequalities, to level up our country is long overdue. This will be far harder to achieve whilst we have such inequalities in health - people with poor health are much less likely to be able to take advantage of any opportunity that might come their way.

Over the last year the Purpose Health and Social Care Coalition has been working with NHS Trusts and other health and care sector organisations to help them play their part in going further and faster. They are making an impact not only with the reduction of health inequalities in their communities but also with recruitment and retention challenges. Unless they have the staff they cannot

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The imperative to reduce inequalities, to level up our country is long overdue.

This will be far harder to achieve whilst we have such inequalities in health

deliver the services that are needed. The work we have undertaken with our Coalition members has highlighted many fantastic examples of leadership, effective practice and the partnerships they have developed that are already making a difference for their patients and the communities they serve. Many are also making the health and wellbeing of their staff an integral part of their wider social strategy, very aware of the pressures under which their own staff are operating.

R T H O N A N N E M I LT O N

in infant mortality rates between ethnic groups are increasing.

England’s Chief Medical Officer, Professor Sir Chris Whitty, has also warned of an ageing crisis in our rural and coastal areas. As younger people leave for towns and cities these areas are often home to a higher proportion of older residents with poorer health provision.

As the older population grows in these areas, it is likely that more people will live more of their lives in poorer health. The greater dependency on healthcare services is yet another prime health disparity indicator. We know that more people from deprived areas experience serious diseases like cancer and recent research has also shown that dementia is set to double by 2040. The reasons for this are complex but lifestyle choices and poverty add to the pressures on the health and social care sector.

This month’s Purpose Coalition Awards gave us an opportunity to recognise individuals and organisations in the Coalition who have contributed to the overall well-being of individuals in their workforces and in their communities. Kent and Medway Partnership and Social Care Trust won a Good Health and Wellbeing Award for its commitment to the health and wellbeing of its patients, colleagues and communities and James Etherson from South Warwickshire University Foundation Trust won an award for the work he has led to make health and wellbeing support accessible to all staff. Emily Gabrielsen, Health and Wellbeing Manager at energy company Centrica, was also recognised for her team’s efforts in crafting a healthcare package which includes support measures for colleagues navigating life changes, particularly for the Pathway to Parenthood initiative.

A recent survey found that 80% of NHS Trust leaders think this winter will be tougher than last year. This is a rise on the 66% who said last year was the most challenging they had seen.

The authentic, purpose-led leadership we see in the Health and Social Care Coalition will be crucial for those organisations.

We will continue to work across all the political parties with the new Health Secretary, Victoria Atkins MP, and the Shadow Health Secretary, Wes Streeting MP. We already work with many Government and Shadow front bench teams, to develop solutions to some of the most pressing problems and we will continue to do so. Alongside our major advocacy campaign, Your local NHS: be at the heart of it, we also aim to tackle the recruitment and retention of staff. Through the personal stories of those working in the NHS we want to remind people that the NHS is a great place to work, with a wide variety of non-clinical as well as clinical roles.

We expect the future to see a more regional approach to health and social care and greater private sector involvement in the NHS, in particular with elective surgery. More emphasis on preventative care and the greater use of technology and AI could significantly reduce disease, speed up diagnoses and improve treatment.

We need to make sure those improvements are seen across the country and are used to reduce health inequalities. Greater collaboration between health and care organisations across the sector will help policymakers understand the issues, showcase positive changes that have already been made and highlight potential solutions to shape future strategy. We need to make sure that all providers work together to ensure we don’t miss these opportunities.

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LEONARDO UK

Chancellor meets with Leonardo UK’s Clive Higgins, Justine Greening and Anne Milton to discuss reform to the Apprenticeship Levy THE CHANCELLOR OF THE EXCHEQUER, R T HON JEREMY HUNT, HAS MET WITH CLIVE HIGGINS OF LEONARDO UK - A LEADING PURPOSE COALITION MEMBER - ALONGSIDE FORMER EDUC ATION SECRETARY RT HON JUSTINE GREENING, AND FORMER SKILLS MINISTER RT HON ANNE MILTON TO DISCUSS AND E X P L O R E R E F O R M T O T H E A P P R E N T I C E S H I P L E V Y. The meeting comes on the back of a letter to the Chancellor from Justine and Anne, alongside a range of Purpose Coalition Members in March urging the Chancellor to consider potential options to improve the apprenticeship levy.

Proposals discussed with the Chancellor include increasing the amount of their levy employers could transfer to their supply chain and SMEs, alongside slicing existing apprenticeship standards into more bite sized modules.

The Chancellor has now asked Justine and Anne to work with Purpose Coalition Members on a series of firm recommendations of how the levy can be adapted to boost levelling up and grow the economy.

Clive Higgins, Chair and Chief Executive Officer of Leonardo UK said: “It was a pleasure to meet with the Chancellor and build on the foundations for progress on this important issue. Reform of the apprenticeship levy will boost economic growth by creating well-paid, productive jobs across the country.

“As a former apprentice, I have first-hand experience of the opportunities at the heart of apprenticeships schemes. For business, apprentices offer an essential supply chain of diverse talent. For our economy as a whole, apprenticeships have the further potential to be an engine for regional social mobility.

I look forward to continue working with the Government and the Purpose Coalition to deliver on this potential.”

Rt Hon Justine Greening, Chair of the Purpose Coalition said: “Treasury holds the key to so many investment decisions across government, so having a Chancellor who understands the economic importance of both human capital and equality of opportunity is crucial.

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“It was great to meet with the Chancellor alongside Anne, and one of our leading Purpose Coalition employers in Leonardo, to discuss our plans to reform the apprenticeship levy into one that truly spreads opportunity to the most disadvantaged communities.”

Rt Hon Anne Milton, former Skills Minister said: “My time as Skills Minister showed me the power that the apprenticeship levy can have, bolstering apprenticeship opportunities in organisations that may have not previously considered it - but there is more we can do to make the levy more flexible, and contribute towards the government’s plan to level up across the UK. “It was great to meet with the Chancellor to set out the case, and I look forward to continuing to work with leading Purpose Coalition employers to make the case for how a levelled up levy can spread opportunities across the UK.”

M E N O PA U S E A WA R E N E S S

Minister for Social Mobility, Youth and Progression joins Purpose Coalition Menopause Awareness Day Roundtable T H E M I N I S T E R F O R S O C I A L M O B I L I T Y, Y O U T H A N D PROGRESSION AT THE DEPARTMENT FOR WORK AND PENSIONS, MIMS DAVIES MP HAS JOINED PRO-SOCIAL MOBILIT Y PURPOSE COALITION EMPLOYERS FOR A WESTMINSTER ROUNDTABLE ON THE MENOPAUSE AND WOMEN’S HEALTH IN THE WORKPL ACE - TO BREAK D O W N B A R R I E R S T O O P P O R T U N I T Y. The event took place ahead of Menopause Awareness Day and aims to raise awareness and improve health and wellbeing for women across the world.

The menopause affects 3.5 million women in the UK workforce, and one in four of those consider leaving their jobs because of it. It can impact their performance, productivity, retention and morale but has too often been a taboo subject that was simply never discussed.

In a new era of more open employee engagement, many organisations are acknowledging that eliminating the stigma associated with the menopause and talking constructively about its impact will lead to more effective solutions in happier, more productive workplaces.

The roundtable was chaired by Purpose Coalition Chair Rt Hon Justine Greening, and brought together leading Purpose Coalition members, including The Co-op Group, Virgin Money, Centrica, Shoosmiths and UK Power Networks to explore the importance of moving up the issue in the workplace agenda, and highlight examples of best practice. Many Purpose Coalition Members have already put in place a range of initiatives to gain a better understanding of the challenges women face and to support their employees through the physical and mental health impact of the menopause.

Chair of the Purpose Coalition, Rt Hon Justine Greening, said: “It was fantastic to welcome Minister Mims Davies back to the Purpose Coalition to explore the importance of the menopause and women’s health in the workplace, particularly with World Menopause Day taking place this week. Lots of employers are stepping up their support on menopause, whether through the practical support and advice that they can provide employees,

or creating the wider support networks and culture that means the challenges of the menopause can be more openly discussed.”

“We’ll be taking forward all our work to improve women’s health in the workplace with our innovative Purpose Coalition members, as we aim to break down barriers to opportunity across the country” Speaking at the event, Emma Morgan, Partner at Shoosmiths said: “We’ve talked in depth about menopause and how it is affecting our business, but also ways in which we can work to support women, and also to engage the male workforce as well because it isn’t just women who are affected. It’s something I am passionate about in our organisation and very much want to make sure we are inclusive and support women across the business.”

Speaking at the event, Piers Claughton, Senior Advisor Public Affairs at Virgin Money said: “It’s been great to be part of the roundtable, hearing from the Minister about plans to tackle the discussion on the menopause.

It’s also been great to talk about what Virgin Money is doing, particularly around A Life More Virgin to allow flexibility to help people who are struggling with the menopause” Speaking at the event, Emily Gabrielson, Health and Wellbeing Manager at Centrica said: “I was really excited to be part of the roundtable to discuss really important menopause policy and menopause guidelines. With World Menopause Day just around the corner it’s really important that we’re speaking about this, not just today, but every day.”

The roundtable follows a similar event at the Labour Party Conference with Abena Oppong-Asare MP, Shadow Minister for Women’s Health and Mental Health to explore the need to change the conversation for women in the workplace.

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R O YA L M A I L

Royal Mail launches ambitious new drive to help young people access the workplace ROYAL MAIL HAS L AUNCHED FUTURE DELIVERED, THE COMPANY’S MOS T SIGNIFIC ANT EMPLOYMENT PROGRAMME TO TACKLE YOUTH UNEMPLOYMENT ACROSS THE UK. ROYAL MAIL IS DRIVING THE COMPANY’S L ARGES T GROW TH IN ENTRY LEVEL OPPORTUNITIES, AIMING TO BE AN EMPLOYER OF CHOICE FOR THE NEXT GENERATION. Young people face higher unemployment levels in the UK, with a youth unemployment rate of 11.4% compared to an unemployment rate of 4.0% for the whole population. Against this backdrop, with Royal Mail’s scale and reach, it has a significant opportunity to improve representation of young people in its workforce. Royal Mail will help young people access the workplace and develop their skills. With an average tenure of 18 years for employees, Royal Mail is helping young people to build long-term careers at the company.

Royal Mail has started to lay the foundations to improve attraction and retention of young people. This includes making progress through:

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Significantly increasing the number of employees under the age of 30 in frontline roles.

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Transforming the recruitment process by making it more relevant and accessible for young people from all backgrounds including utilising social media sites. The application process will also be simpler and mobile-friendly.

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Recruiting early career talent. Over the last twelve months, Royal Mail has recruited over 200 postal and graduate apprentices. This is creating new career routes for young people and providing investment to further their education whilst starting professional careers.

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Offering work experience placements in Royal Mail offices across the UK. The placements will help young people from all backgrounds and all corners of the country to build employability skills and help them get ready for the world of work.

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A school engagement programme providing students with access to new opportunities.

Royal Mail will also work with This is Purpose to launch a social mobility plan aimed at supporting talent from lower socio-economic groups, inside and outside the business.

This will include supporting employability skills and creating further access to career opportunities through work experience and apprenticeship opportunities.

Zareena Brown, Chief People Officer at Royal Mail, said: “The challenges that young people are facing today are more pronounced than they have been in previous generations with a cost-of-living crisis, high youth unemployment and consequences from the pandemic that we are still feeling today.

“Our geographical reach across every postcode in the UK, combined with our strong brand and trusted heritage, enable us to reach young people in all parts of the country.

Royal Mail is committed to doing all it can to make a positive impact and help more young people to kick-start their career.

We are excited to recruit a new generation of postal workers who can build their careers with us.”

Rt Hon Justine Greening, former Secretary of State for Education said: “I commend Royal Mail for the launch of ‘Future Delivered’, a pioneering employment programme that seeks to address the pertinent issue of youth unemployment in the UK. By prioritising opportunities for young people, Royal Mail is not only investing in their future but also enriching its own workforce. This initiative is a testament to the company’s commitment to fostering talent, building careers, and positively impacting our young people.

“I look forward to working with the team on the development of the Social Mobility Action Plan. Together, we can empower the workforce of the future.”

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TH E WISE G ROUP

Transforming Lives: The Wise Group’s Purpose-Driven Journey Towards Employment

BY VICTORIA CARSON, DIRECTOR OF POLICY AND ENGAGEMENT AT THE WISE GROUP The journey towards employment is crucial, offering more than just income; it opens doors for vulnerable individuals to gain confidence, reevaluate habits, and experience transformative positive change.

At the heart of everything The Wise Group does lies the unwavering belief in the power of opportunity. As a leading social enterprise, our team across the country works tirelessly every day to guide our customers closer to and into jobs, lift people out of poverty, and foster a sustainable future. Our professional mentors, through the investment of their time, professional expertise, and empathy, establish a compassionate voluntary relationship, guiding and supporting individuals toward sustainable selfsufficiency.

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The Wise Group has been immersed in the realm of employment support for four decades. When we first opened our doors, unemployment rates were as high as 11%. It was during this challenging period that our mission to tackle long-term unemployment and advocate for community-based regeneration began. We provided our customers with a ‘bridge back to opportunity,’ supporting many on their journey into employment and out of poverty.

In recent years, the work of The Wise Group has never been more crucial. The COVID-19 pandemic disrupted employment opportunities, and the Cost-of-Living Crisis exacerbated the challenges faced by the poorest and most vulnerable members of our society. We have responded by evolving our purpose-driven approach, leveraging the power of Relational Mentoring™.

TH E WISE G ROUP

One shining example of our work is the support we provide to individuals serving short-term prison sentences. Our Relational Mentoring™ team offers comprehensive support and guidance, helping those leaving prison to prepare to succeed in the community. Our mentors support individuals in overcoming obstacles such as homelessness, mental health struggles, addiction, and financial hardship. Importantly, our approach has been proven to reduce reoffending rates, making it not only a cost-effective solution but critically a means to improve the life chances of some of the most vulnerable members of society while simultaneously reducing victims of crime.

Most recently, in the North East, The Wise Group has embarked on a collaboration with the North of Tyne Combined Authority (NTCA) to deliver Relational Mentoring™ to individuals from the most disadvantaged backgrounds in the region hoping to get closer to employment. Our approach is guided by an unwavering commitment to enduring, sustainable change, prioritising human welfare above procedural adherence and valuing tangible impact over regulatory compliance. With a proven track record in social return on investment (SROI), the Wise Group approach underscores the effectiveness and value of Relational Mentoring™ for our partners and those we support.

Through this NTCA supported multi partner programme, we anticipate a social return of circa £10 for every £1 invested, translating to an impactful compound social return of over £10 million within Newcastle and North Tyneside areas. Earlier this year, The Wise Group had the honour of hosting Lord Walney at our Templeton Hub in Glasgow to launch the Purpose Coalition’s Cost of Living Taskforce Report. This report outlined recommendations for addressing long-term issues, from enhancing energy security to mitigating the burdensome cost of childcare.

This autumn, The Wise Group is thrilled to collaborate with the Purpose Coalition on our joint Commission for Overcoming Employment Barriers. Through a series of evidence-based roundtable discussions, this commission aims to craft practical solutions for policymakers, with the goal of addressing poverty by, for example, improving approaches to employability. The commission’s findings will be presented in the House of Commons next year.

Working in collaboration with our diverse range of partners, The Wise Group has an unwavering commitment to foster meaningful and lasting change. Our shared purpose will be guided by compassion and substantiated by evidence, delivering significant positive impact.

Find out more about our work at www.thewisegroup.co.uk or contact buildingbridges@thewisegroup.co.uk

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S O D E XO U K& I + N O R T H U M B R I A U N I V E R S I T Y

Connecting minds and opportunity FORMER SECRETARY OF S TATE FOR EDUC ATION R T. HON JUS TINE GREENING CELEBRATES LEADING MEMBERS OF THE PURPOSE COALITION SODEXO AND NORTHUMBRIA UNIVERSIT Y

In a recent visit former Secretary of State for Education and Chair of the Purpose Coalition, Rt. Hon Justine Greening was hosted by Sodexo UK&I Chief Executive Officer, Sean Haley, at Northumbria University - a visit highlighting the partnership of two leading members of the Purpose Coalition from the private and education sector.

The Purpose Coalition is made up of some Britain’s biggest names including Leonardo, UK Power Networks, bp, the Co-op Group, Sodexo, Pennon Group, Channel 4, The Adecco Group, Alten, the BBC, NHS Trusts, UK councils and UK universities amongst others.

Our cross party work unites forward-thinking leaders, members of Parliament, and business and public sector leaders in the UK to exchange best practices and create solutions that empower organisations to positively impact their customers, colleagues, and communities, thereby fostering greater opportunities and boosting social mobility.

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The start of the new term at university is an exhilarating yet nerve-wracking experience for students embarking on their higher education journey. Freshers’ week, with its whirlwind of events and activities, marks the initiation into this new phase of life. It’s a time when students, often away from home for the first time, are filled with excitement and apprehension, eager to make new friends and find their place in the academic community.

But amidst the buzz and enthusiasm, there’s a palpable challenge, particularly for those from less privileged backgrounds. Universities play a vital role in supporting social mobility by providing opportunities for students of diverse backgrounds to access higher education. They offer scholarships, financial aid, and support services to ensure that the dream of a university education is attainable for everyone, regardless of their socioeconomic status.

This commitment to inclusivity not only enriches the academic experience but also paves the way for a more equitable society, where talent and potential are nurtured regardless of background.

S O D E XO U K& I + N O R T H U M B R I A U N I V E R S I T Y

In this transformative journey, the significance of student accommodation and the nurturing environment cannot be overstated. It’s within these halls and residences that students find a sense of belonging, forming lasting friendships and receiving crucial support during their transition into university life. Accessible and affordable housing options, along with a welcoming campus atmosphere, ensure that students can fully focus on their studies and personal growth. These elements create a conducive environment for students to thrive and build a brighter future for themselves and society as a whole.

Sodexo manages the university’s student accommodation facilities on-site and plays a pivotal role in improving students’ welfare, catering to their requirements, ensuring their safety and offering valuable life advice both within and outside the university campus values shared between Sodexo and the University, Through harnessing its expertise, resources, and skills Sodexo is perfectly primed to assist Northumbria University in enhancing the quality of life for their students, colleagues and the wider community. Whether your priority is health and wellbeing, fostering a positive social impact, or improving operational efficiency, Sodexo takes great pride in supporting students, colleagues and the community in achieving these goals.

While academic accomplishments hold great significance, the basis for a student’s successful integration into university life in these crucial early moments are actively shaped by Sodexo’s Student Living team who maintain an environment in which the good health and well-being of students, encompassing both physical and mental health, plays a pivotal role in their capacity to excel.

As well as hearing how Northumbria University, renowned for its commitment to excellence in education and community engagement is supported through its relationship with Sodexo, the visit also highlighted Sodexo’s support and encouragement for entrepreneurship through the University’s Innovation Northumbria: Incubator providing free to access workspace for students and graduates to turn ideas into flourishing businesses.

Joined by Northumbria Vice Chancellor and Chief Executive, Professor Andy Long and young entrepreneurs utilising the

Incubator, the visit showcased how the innovation hub nurtures and supports Northumbria’s students and graduates in their entrepreneurial endeavours.

Purpose Coalition Chair, Justine Greening said: “The convergence of purpose-led organisations from both the private and educational sectors in collaboration holds immense power in advancing shared values and missions aimed at bolstering equality of opportunity and social mobility.”

Chief Executive Officer at Sodexo UK&I, Sean Haley said: “I was proud to see how our teams support students to improve their mental and physical health to help manage the pressure, distractions and complications of studying and living away from home.

“Around 75% of a student’s time is spent within their accommodation. If they aren’t happy there, social engagement and preparation for life beyond the campus can really suffer. As a key partner of the university, we have been working with Northumbria to develop and refine a strategy that supports students in every aspect of their lives, which enables them to thrive in their education and reach their potential.

“It was fantastic to visit Northumbria University to meet with colleagues from across the University as well as Sodexo colleagues who work together to ensure the health, safety and wellbeing of those we serve and whose daily work embeds social impact into the heart of the services we provide.

Director of Social Impact for Sodexo UK&I, Angela Halliday said: “We firmly believe that every business bears a direct responsibility to contribute positively to society and improve the communities where they operate. This responsibility is something we take seriously and strive to embed in everything we do.

“It was a pleasure to host Rt Hon Justine Greening at Northumbria University to showcase the impact Sodexo has not only on the university but across Newcastle and the wider community. Sodexo is a purpose-led organisation, and we recognise that progress cannot be achieved in isolation. It was humbling and inspiring to meet with a range of local partner organisations who are helping us to deliver social impact and social mobility.”

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TH E ADECCO G ROUP

Why Greening the Workforce Blooms with Potential SHELLEY PRESTON, VICE PRESIDENT SALES & STRATEGIC ACCOUNTS, ADECCO Adecco is on a mission to make work mean more. Fuelled by a passion for positive change and a desire to impact wider society via purpose-led initiatives, one of its current focuses is how to green the workforce to hit net zero commitments.

and will continue to see – a steep rise in the demand for green skills. It’s an exciting time, with multiple opportunities for new roles and capabilities that have eco-consciousness and sustainability at their core.

The future of work is evolving at pace, and the green revolution is upon us. As someone who talks to a huge variety of businesses on a day-to-day basis, it’s been fascinating to see first-hand how organisations have been responding to the call for a net zero economy.

However, it’s also clear that there’s an alarming disconnect between these aspirational climate change targets, and the talent available to achieve them. Currently, seven out of eight workers lack net zero skills or experience. And despite a generational drive to make a difference – with 80% of young people aged 16-24 saying they’re more likely to choose an employer with a green agenda –only one in ten has a clear understanding of what green skills entail.

We’ve got some ambitious targets to hit as a country when it comes to reducing carbon emissions, so we’re seeing –

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If developing green skills is the key to bridging this gap, it’s important to define what they actually are. Put simply, they’re the knowledge, competencies, values, and attitudes required to thrive in, contribute to, and promote a resource-efficient society.

The term can span practical and technical expertise, as well as long-term strategic thinking, monitoring, and interpersonal proficiencies across every industry.

So, for example, green skills could refer to existing competencies applied to tasks associated with achieving net zero performance, such as builders adopting alternative materials, as well as novel skills that are emerging to support new processes, like energy auditors assessing the efficiency of homes and buildings.

REALISING HIDDEN TALENT RESOURCES When we’re talking about upskilling and reskilling, it’s heartening to note that the talent needed is out there, it’s just that much of it remains untapped.

Systemic barriers and persistent gaps in both awareness and support can prevent underrepresented groups, such as women or ethnic minorities, from pursuing green jobs and STEM-focused careers. Similarly, mid-career workers are more likely to be deterred by a perceived skills mismatch – and then there’s the already mentioned gap in emerging young talent. All these groups would benefit from targeted training, focusing on the value, purpose, and impact of their role, but there’s certainly clear potential for them to be engaged.

More good news is that now is a great time to use tailored training and education programmes to develop a truly diverse green talent pool. Recent data from the Office for National Statistics (ONS) shows a surplus of over 200,000 people re-entering the job market following periods of economic inactivity, which is encouraging.

“

While this may sound theoretically straightforward, in reality it’s a complex issue with lots of moving parts so there’s still some confusion over how to progress.

In fact, the bigger stumbling block is that organisations aren’t sure how to work out what they need, or how whatever this is can be efficiently, effectively and flexibly delivered.

TH E ADECCO G ROUP

ASSESSING C APABILITIES

STEPS TO SUSTAINABILIT Y In terms of practical steps, a good starting point is contextualising the green skills shortage, and what it means for present and future resourcing. Then it’s about establishing meaningful routes to employment via improved visibility and training pathways.

Key to establishing a ‘fit-for-net-zero-purpose’ labour market is collaboration between various stakeholders. A multi-layered approach is the only way we’re going to be able to gain traction in building employability, and prioritising diversity and inclusion.

Consequently, the government will play a pivotal role by establishing a national roadmap for the new economy, providing necessary assurances for investors and employers to confidently set green goals.

In turn, businesses and organisations can accelerate adoption by contributing to the policy-making progress. And skills providers can develop and offer courses to cultivate a more environmentally responsible workforce, empowering individuals of all ages and backgrounds to explore green careers through education, apprenticeships, and training.

WORKING TOGETHER While this may sound theoretically straightforward, in reality it’s a complex issue with lots of moving parts so there’s still some confusion over how to progress. This is one of the reasons Adecco wrote a lite paper on the topic, demystifying what’s needed and how different elements fit together.

We also held a roundtable with an esteemed panel including Guy Opperman MP, (then Minister of State at the Department for Work and Pensions), London School of Economic’s Dr Anna Valero and IEMA’s Martin Baxter, as well as various clients, to drill down into the topic further. And we have further activities planned to keep the conversation going.

It’s safe to say no-one has all the answers yet, but we do know that achieving goals of this magnitude requires careful, joined up thinking and strategic partnership. Green skills are no longer a niche, they’re a necessity, and the opportunities and challenges ahead deserve our collective attention. By working together, we can successfully green the workforce and ensure a resilient, diverse, sustainable future.

Download the lite paper ‘Greening the Workforce: Net Zero Skills for a Sustainable Future’ , and follow Shelley Preston on LinkedIn to keep up-to-date with the latest in greening the workforce best practice. Don’t forget to look out for Adecco’s full White Paper in the New Year.

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S O D E XO

Purpose Coalition and Sodexo join forces in cross-party effort to boost social mobility I N A C O L L A B O R AT I V E E F F O R T T O D R I V E S O C I A L M O B I L I T Y, T H E P U R P O S E C O A L I T I O N PA R T N E R E D W I T H S O D E X O AT THE L ABOUR PART Y CONFERENCE IN LIVERPOOL TO HOST THE PURPOSEFUL BUSINESS RECEPTION WHERE GUESTS HEARD ABOUT SOME OF THE WORK BEING UNDERTAKEN BY BUSINESSES ACROSS THE POLITIC AL D I V I D E T O BO O S T S O C I A L M O B I L I T Y. It is a business that works across multiple sectors, from large corporates to education, energy to defence, through multiple partnerships, including its extensive supply chain.

Sodexo was keen to discuss some key themes at the event, such as its dedication to apprenticeships and its Starting Fresh programme. Starting Fresh was launched earlier this year and aims to support businesses considering recruiting prison-leavers.

To illustrate the positive impact of apprenticeships to its business, six current Sodexo apprentices attended the reception, sharing their stories with guests on how their apprenticeships are helping them kickstart, or further develop their careers. Currently the company has around 900 apprentices.

Sodexo has been working with The Purpose Coalition for a number of years, focusing on driving social mobility and working with businesses to assist in delivering this agenda.

Guests at the Purposeful Business Reception which included conference delegates, suppliers, businesses, academics, apprentices and charitable partners heard impassioned speeches from a range of distinguished speakers.

Rt Hon Justine Greening, Chair of the Purpose Coalition was joined by Sean Haley, CEO of Sodexo UK & Ireland, Matt Dawson MBE, former England Rugby World Cup winner and Sodexo ambassador, Ruth Cadbury MP, Shadow Minister of Prisons, Parole and Probation, and Nick Forbes CBE, Engagement Director at the Purpose Coalition sharing their own thoughts and experiences about how businesses can make a difference.

Sodexo, which has been delivering social value since the 1960s, is focused on making a tangible impact on its own people, the people it serves and the communities where it operates.

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Rt. Hon Justine Greening, Former Secretary of State for Education & Chair of the Purpose Coalition, said: “Last night’s Purposeful Business Reception was a testament to the power of collaboration in driving social mobility.

“Together with Sodexo, we’ve been championing this cause for years. It’s heartening to see businesses from all corners unite to make a difference, and it was fantastic to stand alongside our speakers who shared their insights on how businesses can truly impact lives but also to see so many businesses from all sectors united in their intention to make a difference.”

Sean Haley, CEO of Sodexo UK & Ireland, stressed the importance of collaboration for the success of purpose-driven businesses. “We can’t thrive in isolation; collaboration is vital.”

Reflecting on the event’s success, every conversation I had echoed a collective eagerness to collaborate and a steadfast commitment to improving the communities where we live, work, and serve.”

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S O U T H E A S T E R N R A I L WA Y

Empowering Women in Rail and Engineering: A National Inclusion Week Perspective AS NATIONAL INCLUSION WEEK CLOSES, SOUTHEASTERN SHINES A SPOTLIGHT ON THE VITAL ROLE OF WOMEN IN THE RAIL AND ENGINEERING SECTORS. With a commitment to diversity, equity, and inclusion, Southeastern Rail recognises the significance of fostering a gender-inclusive workforce and is dedicated to promoting women’s participation in these historically male-dominated fields.

National Inclusion Week, celebrated from Monday 25th September to Sunday 1st October 2023, emphasises the importance of

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creating workplaces where everyone feels valued and included, regardless of their gender, background, or identity. This year Purpose Coalition member Southeastern joins the movement by highlighting the exceptional contributions of women in rail and engineering.

As part of the movement, Southeastern’s Colleague Network Group, Women In Rail Empowerment (WIRE) hosted a hybrid roundtable discussion with colleagues across the business in discussion with Rt Hon Justine Greening, former Secretary of State for Transport and Ellie Burrows, Managing Director for Network Rail Southern region.

S O U T H E A S T E R N R A I L WA Y

The rail sector, like many other industries, recognises the invaluable importance of women in its workforce. Promoting inclusion, diversity and equality in the rail sector is a strategic imperative. Women bring a unique perspective, skill set, and innovation to the table, enriching the industry in numerous ways.

Steve White, Managing Director at Southeastern said: “Southeastern’s commitment to diversity, equity, and inclusion is on a remarkable trajectory. With nearly 30% of new hires being women, and a doubling in the number of women driving our trains in just four years, we are proud to be driving change. Our dedication to fostering an inclusive workplace was validated in 2022 when we achieved the National Equality Standard from Ernst & Young, a testament to our unwavering pursuit of the highest levels of DEI proficiency.

Southeastern is not only dedicated to increasing female representation but also ensuring a supportive and inclusive environment. Through our female-friendly policies, addressing critical issues like menopause, fertility, endometriosis, baby loss, and domestic abuse, we are committed to fostering an inclusive workplace that supports all our employees, regardless of gender, in their unique life journeys.”

Diversity fosters creativity and problem-solving. Women, with their diverse backgrounds and experiences, offer fresh ideas and alternative solutions to challenges in the rail sector. This diversity of thought can lead to more innovative approaches in design, engineering, and operations, ultimately improving the efficiency and safety of rail systems.

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I’m incredibly proud of Network Rail and the remarkable teams we’ve built over the years. As a woman in rail, I’ve witnessed the transformative power of diverse perspectives, and I firmly believe that the inclusion of women is not just a goal but a necessity.

A diverse workforce enhances customer service. Women make up a significant portion of rail passengers, and having female employees in various roles, from station management to customer service, can create a more inclusive and welcoming environment for all passengers, irrespective of gender. By promoting gender diversity, the rail sector can tap into a larger talent pool. Encouraging women to pursue careers in rail-related fields not only helps address skill shortages but also contributes to economic growth and stability. It ensures that the sector remains competitive and sustainable in the long run.

Women play a pivotal role in the rail sector’s success, and embracing inclusion and diversity is not just a matter of social responsibility; it’s a means to drive innovation, enhance customer experiences, and secure the sector’s future prosperity.

Chair of Southeastern Railways Colleague Network Group, Women In Rail Empowerment (WIRE) Maureen Dominey said: “We were delighted to host Justine Greening and Ellie Burrows as part of our panel discussion during National Inclusion Week to showcase the remarkable achievements of influential women in the rail sector.

Diversity and inclusion are not just buzzwords; they are essential for the continued growth and success of our industry. By sharing the stories and insights of these influential women, we hope to inspire and encourage others to join us in our efforts to create a more inclusive rail community.”

Speaking at the event, Chair of the Purpose Coalition Rt Hon Justine Greening said: “As a Cabinet Minister, and especially during my time as Secretary of State for Transport, I witnessed the profound significance of diversity and inclusion within the rail network. The transportation industry, with railways at its core, plays a pivotal role in constructing a sustainable infrastructure capable of fostering enduring transformations. It is imperative that we persist in the modernisation of all our transportation networks to ensure their ability to provide a dependable and cost-effective service.

“Being the operator of one of our busiest networks, Southeastern Railway occupies a strategic position to catalyse enduring change not only for the region but for the sector alike.”

Network Rail’s Ellie Burrows, Managing Director for the Southern region also speaking at the event said: “I’m incredibly proud of Network Rail and the remarkable teams we’ve built over the years.

As a woman in rail, I’ve witnessed the transformative power of diverse perspectives, and I firmly believe that the inclusion of women is not just a goal but a necessity. We’re challenging the norm of working practices and creating representative groups that drive innovation and progress in the rail industry.”

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T O G E T H E R T O DAY AT L P C

Together Today at Labour Party Conference: a campaign for every day of the year L O N E L I N E S S I S R E P O R T E D T O B E T H R E E T I M E S H I G H E R I N T H E L G B T + CO M M U N I T Y. P E O P L E I N I T A R E M O R E L I K E LY T O B E S I N G L E , C H I L D L E S S , L I V I N G A L O N E , I N L E S S F R E Q U E N T CO N TAC T W I T H T H E I R FA M I L I E S A N D G E N E R A L LY AT G R E AT E R R I S K O F S O C I A L I S O L AT I O N .

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T O G E T H E R T O DAY AT L P C

The legacy of repeated lockdowns, with their associated decline in resilience, is still with us but now also impacted by cost-of-living pressures which are forcing many to make difficult decisions at the expense of their leisure activities and social lives.

That affects their health, with research showing that loneliness can be associated with higher rates of mortality, poor physical health, depression and cognitive decline.

At an event at the Labour Party Conference in Liverpool, World Mental Health Day, LGBT+ Labour and the Purpose Coalition were joined by Nick Forbes CBE, Newcastle’s first openly gay council leader, to host Together Today; tackling loneliness. It’s a campaign which calls for year-round support that goes beyond the razzmatazz of Pride Week, one which recognises that LGBT+ people and their needs, concerns and aspirations don't just disappear at the end of June. They need a voice for 365 days of the year to ensure they have the same opportunities as everyone else.

Speakers included Florence Eshalomi MP, Shadow Minister for Democracy, Councillor David Bridson, National Secretary, LGBT+ Labour and Danny Davis, the Director of the Centre for Progressive Purpose.

The campaign will focus on showcasing what businesses are doing year-round to support the LGBT+ community. In our work with leading businesses in the Purpose Coalition, we have seen some great examples of work to improve diversity and inclusion, with initiatives that include network groups, mentoring or recruitment schemes that reach out to underrepresented groups. Sharing that best practice will help other organisations to steer their own paths to a more inclusive workforce where everyone feels valued and able to progress. The campaign will also work towards a UK-wide strategy to tackle loneliness in the LGBT+ community in the UK, with the development of innovative solutions including a recognised measure of loneliness.

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L O R D WA L N E Y

Let’s fix our ESG transparency problem by keeping things simple REC E N T MO N T H S HAVE SEEN I NC REASI N G SC EPT I CISM A BO U T T H E VA L IDI T Y AN D T RAN SPARENC Y OF ESG RAT IN G S A N D H O W GEN UI N ELY T H EY REPRESEN T A N O RG A N IS AT IO N ’S EN VI RON MEN TAL, SOC I AL A N D G O V E R N A NC E C RED EN T I AL S. GLOB AL GI AN T S CO C A - CO L A , DA N ON E AN D N ES T LE H AVE B ECOME E MB RO IL E D IN A LESS T H AN T RAN SPAREN T GR E E N WA S H IN G ROW, AC C USED OF MAKI N G M I S L E A D IN G C L A IM S ABOUT WH ET H ER T H EI R PL AS TIC WAT E R BO T T L E S A RE 10 0 % REC YC LED . I T I LL US T RATES TH E C H A L L E N G E S T O BUSI N ESSES OF WAN T I N G T O DO T H E R IG H T T H I N G WH I L S T REMAI N I N G C RY S TAL CL E A R A BO U T W H AT T H EY ARE AC T UALLY D OI N G.

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The Government acknowledges that the sustainable ratings industry has a problem - in particular the lack of regulation on how organisations create ESG criteria and rate companies against them, despite the trillions of pounds of investment involved. So it is welcome news that it is intending to introduce a potential regulatory regime for ESG ratings providers and, following a consultation earlier this year, it is expected that new proposals may be unveiled as early as January. While ministers are still said to be considering the consultation responses, it is understood that the Treasury is looking at whether the measures could be implemented under existing laws or if new legislation will be needed.

In the meantime, the UK’s markets regulator, the Financial Conduct Authority, has been encouraging the industry to adopt a voluntary code of conduct which is due to be published next month. In the spirit of transparency and clarity, it will ask providers to disclose the measures they take to avoid conflicts of interest and publish more information about their methodologies.

L O R D WA L N E Y

There are understandable concerns that any attempts to quantify the issue may just muddy the waters even further, obfuscating and confusing the very purpose-led companies who are trying their best to do the right thing. A stricter framework may deter some firms from making significant sustainability claims and many may find it difficult to source data or set sensible key performance indicators that will give any meaningful results against the suggested metrics.

The work that our partner businesses in the Purpose Coalition are undertaking highlights the effectiveness of identifying issues that affect their staff, customers or communities and making those priorities their own, rather than seeking to place themselves in a league table that may be of questionable value and may, in any case, lead only to limited action rather than driving real change on the ground. A collaborative approach to tackling the fundamental problems that undermine social equality and access to opportunity for all will reap rewards, especially if it is supported by a shared framework.

That approach includes socioeconomic measurement, with the Coalition working with its partners to introduce a system of reporting which can measure the socioeconomic background of the workforce and, crucially, track the progress purpose-led companies are making towards a more diverse and inclusive workforce. It also includes targeting those social mobility coldspots across the country which have traditionally been left behind, whether that is in the context of participation in higher education or attracting inward investment into the region. A laser-like focus on the problem, and regular monitoring and reporting of progress towards a solution, will make for much clearer evidence of a business’s social impact.

While we await a final decision from government on the nature of its intervention, and a definition of what good looks like, it is also clear that it must do much better in its own processes. Companies might queue up to label themselves as ESG champions but there is very little reference to their often massive supply chains which themselves have huge potential to make a significant impact on sustainability and a positive social impact. Reform of social value procurement – ensuring that what an organisation buys creates additional benefits for society – is long overdue. There can be a huge degree of scrutiny of the grand pledges on social impact that organisations make when they are bidding for contracts but little to no follow up to see if they actually fulfil their promises once those are awarded. That extends to public procurement too. The Procurement Act was finally passed in October and hopefully will provide greater flexibility for the UK in how it spends its money, moving procurement away from decisions solely based on price and towards ones that are of benefit to people and planet. But it is just the starting gun in an on-going process to transform current practice so that it is fit for purpose.

There is a further element which highlights the need for ESG reform to be more transparent and more meaningful - its impact on defence companies. I have written before about how concerns about ethical investment standards have meant that they have regularly been denied the investment they need to support the UK and protect its values. The war in Ukraine merited a reassessment of ESG for the defence sector and against an increasingly volatile and dangerous global environment which shows no sign of diminishing, fresh thinking is more important than ever. It was particularly welcome that shortly after his appointment, the new Defence Secretary, Grant Shapps, joined our campaign by speaking out strongly against the exclusion of defence companies from access to debt and equity capital and by highlighting the importance of the sector to the economy through the creation of jobs and opportunities in local economies, especially in areas where there have traditionally been few opportunities.

Here at the Purpose Coalition, we encourage our members to follow their instincts and drill down on what programme of action will make a genuine difference on the ground - showing sustained commitment to generate sustained and meaningful change. The results are often inspiring for their customers, their workforce, and in the communities in which they are embedded. Often that means keeping it simple rather than being drawn into judging themselves against evermore complex formulae.

Keeping things simple, sustained and authentic is an approach that can deliver inspiring results - both in terms of positive social impact and, crucially, long term commercial success. It’s an approach that the government would do well to keep in mind as it enacts its review of the ESG regulatory landscape.

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CHAN N EL 4

Channel 4 launches levelling up impact report LEADING BROADCASTER, CHANNEL 4, L AUNCHED A NEW REPORT WITH THE PURPOSE COALITION WHICH ASSESSES IT S SOCIAL IMPACT AND EXPLORES HOW IT C AN GO EVEN FURTHER IN MAKING A S I G N I F I C A N T CO N T R I B U T I O N T O S O C I A L M O B I L I T Y.

Channel 4 was created in 1982 with a mission to create change in the wider world, on and off screen. It aims to have a positive impact on society, viewers, Britain’s culture and its brand abroad, as well as on the creative industries and the wider economy. Its unique hybrid model of being owned by the public but commercially funded allows it to think and act with public purpose at the forefront of everything it does, different from any other organisation in the UK’s independent production sector.

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The report identifies Channel 4’s social impact against an innovative framework of 14 Purpose Goals which cover key life stages as well as barriers that affect people’s life chances, such as digital connectivity and diversity and inclusion. It delivers a wide range of activities that can be mapped across many of the Goals but has a particular focus on investment in training and talent development throughout the diverse communities of the UK. These include 4Schools, an engagement programme to open up the world of television and the creative industries to

CHAN N EL 4

11-14 year olds, its apprenticeship programme as part of its 4Skills ambition with at least half outside London and work experience programmes such as the Momentum Project for Black TV, filmmakers and content creators across the UK. It is building creative communities outside London, with offices in Leeds, Glasgow and Bristol, with its 4 All the UK activity resulting in more representation of different parts of the UK on screen. It invests hundreds of millions of pounds every year into the creative economy, supporting over 1200 jobs in its supply chain.

Channel 4 is committed to continuing to work with the Purpose Coalition to make a significant social impact and the report highlights its levelling up guarantee. This will now focus on opening up more opportunities for young people from disadvantaged backgrounds across the country to work in the industry, developing a strong and clear pipeline for individuals from any background. It acknowledges that getting into work is just the first step so it will also create supported pathways to ensure that talented people are able to progress through their careers. It will embed processes across the organisation, and with the partners it works with, to strengthen delivery on social mobility. It will also gather and evaluate data on opportunities and career development for people from disadvantaged backgrounds in the industry to ensure progress is kept on track.

Chair of the Purpose Coalition and former Education Secretary, Rt Hon Justine Greening, said: “This report demonstrates how Channel 4 is already playing an important part in levelling up the country, ensuring that whatever your background and wherever you come from, there is a talent pipeline that will enable you to fulfil your potential in this most successful of industries. Crucially, it extends those opportunities to parts of the country that have previously felt left behind but where its presence can lift a community’s aspirations as well as its local economy.

“Over the longer term, the creative economy is likely to be a key driver of economic development. For a country focused on growth and levelling up, Channel 4 can play a leading role in shaping the sector’s crucial contribution to a fairer Britain, continuing to champion creative and stimulating broadcasting while also bringing positive change to people’s lives.”

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Channel 4 can play a leading role in shaping the sector’s crucial contribution to a fairer Britain

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S O D E XO S E N I O R L E A D E R S H I P C O N F E R E N C E

Growing Stronger Together SODEXO FOCUSES ON SOCIAL IMPACT AT ANNUAL SENIOR LEADERSHIP CONFERENCE Purpose Coalition Chair, Rt Hon Justine Greening joined Sodexo in reaffirming its continued commitment to being a purpose driven organisation and creating a positive impact on People, Planet, Places, and Partners at its annual senior leadership conference. The event, held at the iconic Headingley Stadium in Leeds, brought together 150 colleagues from across the UK and Ireland to explore the importance of social impact in today’s evolving business landscape.

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S O D E XO S E N I O R L E A D E R S H I P C O N F E R E N C E

Justine joined the conference as the host of a panel discussion that featured prominent business figures.

Together, they delved into key themes surrounding social impact, offering valuable insights into the following areas: • Public and private sector collaboration: The discussion emphasised the critical role of collaboration between the public and private of sectors in maximising the creation of social value.

• Challenges in incorporating social value into strategy: Panellists discussed the various challenges organisations face when integrating social value into their core strategies and operations.

• Prioritising social value: The panel highlighted the importance of maintaining a commitment to social value, even during economic downturns or times of crisis.

Speaking at the conference Rt Hon Justine Greening, former Cabinet Minister and Chair of the Purpose Coalition said: "You are all leaders, integral to Sodexo's mission of driving change and creating social value. In today's landscape, the true measure of success lies in delivering purpose, social impact and financial results in harmony.

"Over the coming years we can all expect to see a more collective effort towards social mobility. We're all part of an ecosystem, understanding our place and how we all fit in to collectively move forward. Society and politics are evolving, tackling complex issues like net zero and equality of opportunity.

“People want change but increasingly they see it coming from outside the political system. Real change means mobilising entire communities, businesses, and employers to invest in championing decisions themselves. It's also about recognising the role that fantastic businesses like Sodexo and others with their own valuable insights can play in driving impactful change.

They are part of the solution. 'Growth with purpose' is coming of age. It is now a clear part of corporate governance, and future governments will likely revisit legislation to emphasise social value, especially in procurement. It's a central expectation for both private and public sectors. Businesses like Sodexo are key players in driving authentic social change."

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S O C I E T Y O F O C C U PA T I O N A L M E D I C I N E

New analysis shows long-term sickness is forcing women and young men from the workforce THE FIRST IN-DEPTH STUDY INTO THE IMPACT OF ILL-HEALTH ON THE UK’S WORKING POPUL ATION HAS HIGHLIGHTED WORRYING TRENDS OF LONG-TERM SICKNESS IN T WO PARTICUL AR GROUPS - WOMEN ACROSS ALL AGE RANGES AND YOUNG M E N A G E D 16 - 2 4 , W I T H A S H A R P I N C R E A S E I N MENTAL HEALTH ISSUES. The report by the Society of Occupational Medicine (SOM), Understanding Recent Trends in Ill-Health Driven Fallout from the UK Job Market, looks at the factors that are driving the increase in ill-health fallout from the UK labour market and at what might be preventing people returning to it. It shows how occupation, gender and disability can all affect getting back to work.

The statistics demonstrate the extent of the problem. Of 41.6 million working aged people in the UK from 16 to 64, 2.5 million are inactive because of long-term sickness – that’s one in 16 people. It also found that more than 11 million people in the UK are living with long-term health conditions, with only 7.4 million of those employed. Looking at the wider causes of ill-health, it highlighted that the UK’s ageing population, high rates of excess weight and alcohol consumption and a legacy of smoking have all contributed to long-term physical and mental health problems. Pressures in health and social care delivery, including the impact of Covid, have inevitably led to backlogs for treatment and worsening health outcomes.

As is evident with other inequalities, what people do and where they live affects their ability to adapt to living with a long-term physical or mental health illness. The South and East of the UK have the highest employment rates for those living with longterm ill health, coinciding with those areas which also have high levels of white-collar jobs. Those occupations where it is difficult to work from home are more likely to see people leave the workforce due to long-term sickness.

Long-term sickness in women across all age groups has been rising since 2014, with women becoming economically inactive at a higher rate than men. They are more likely even than older men to become inactive due to ill health. Inactivity due to long-term ill health will soon overtake looking after family and home as the reason they withdraw from the workforce.

The rate of young men’s inactivity, aged 16-24, has risen by 80% in the past 30 years, compared to that of young women which rose by only 21%, with a sharp increase in mental health issues as the reason for poor health. In the wider workforce, only two million of the four million people living with mental health conditions are employed.

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S O C I E T Y O F O C C U PA T I O N A L M E D I C I N E

The fact that nearly 60 per cent of people who are economically inactive and left work in the last two to three years have a worklimiting health condition highlights the significant link between the gap in the workforce and poor health. The historically high figures, above those in other OECD countries, remain a pressing concern for government but also for businesses who are unable to fill the skills gaps required to operate productive and profitable companies. It’s an economic problem as well as a social one.

The Purpose Coalition works with leading purpose-led organisations who recognise that putting the health and wellbeing needs of their employees front and centre of their business strategies is key to attracting and retaining staff. Virgin Money, for example, launched A Life More Virgin initiative which provides employees with a comprehensive health and wellbeing offer, ranging from a greater opportunity to work flexibly including a locationless approach to hiring, extra wellbeing days in addition to their annual leave allowances and paid family leave.

With the Government Equalities Office estimating that in the UK women with severe symptoms of menopause incur a total of £7,276,334 absence-related costs annually, many employers are now beginning to look at how they can address the issue more effectively, by eliminating the stigma associated with it through talking more constructively about its impact and by introducing more effective solutions. Global digital business services company and Purpose Coalition partner, Teleperformance, which took part in a recent Women in the Workplace roundtable in Westminster, has set up a successful community group for its UK employees, “Menopause & More”, to create a safe space to talk and share while supporting each other.

Many organisations are also prioritising conversations around mental health, critically led by their leadership teams who can create an open culture which facilitates transparency and inclusivity. Channel 4 is one such business, with its 4Mind network membership now including about a quarter of all Channel 4 staff. It holds wellbeing webinars and uses regular staff surveys to track how employees are feeling and ensure training and support is responsive, including training for managers on mental health and managing remote teams and training for staff around resilience, emotional intelligence and mindfulness. It is also training additional Mental Health First Aiders.

The UK’s successful economic recovery will be dependent on a robust and productive workforce which is inclusive and diverse. It is crucial that women of all ages are supported in the workplace by flexible working practices which allow them to combine family and caring responsibilities with work and an empathetic environment where their health and wellbeing issues can be openly discussed. Similarly, young men, who can be the most difficult group to encourage to talk freely about mental health challenges should be encouraged by workplace cultures that will help them. Otherwise the country risks losing a huge amount of talent and significant elements of the workforce risk not fulfilling their potential.

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U N I V E R S I T Y O F WO R C E S T E R

Providing recruitment solutions for the NHS THE NHS AND THE SERVICES IT PROVIDES WILL BE ONE OF THE MOST IMPORTANT ISSUES AT THE NEXT G E N E R A L E L E C T I O N . T H E R E A R E C U R R E N T L Y 7 M I L L I O N P E O P L E O N W A I T I N G L I S T S , A N D 10 0 , 0 0 0 VAC ANCIES IN THE NHS SO THERE IS HUGE INTEREST IN L ABOUR’S COMMITMENT TO BUILDING AN NHS FIT FOR THE FUTURE, AND WHAT THAT MIGHT LOOK LIKE.

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The recruitment and retention of NHS staff was also the focus of an event at the Labour Party Conference in Liverpool Recruitment Renewal: How can we make sure the NHS has the healthcare staff it needs to thrive?

Other members of the panel were Mayor Dr Nick Johnson, Mayor of Cambridgeshire and Peterborough, former Newcastle City Council Leader Nick Forbes CBE and Professor Sandra Nicholson, Founding Dean of Three Counties Medical School at the University of Worcester.

Hosted by Rt Hon Justine Greening, Chair of the Purpose Coalition, and Professor David Green CBE DL, Vice Chancellor and Chief Executive, University of Worcester, it looked at how government can work in partnership with universities to deliver the training places Britain needs.

Universities have a huge role to play in training our healthcare professionals. The event heard from the University of Worcester which is, like other higher education institutions, crucial to levelling up in its community. The pandemic helped to shape its strategy going forward, including increasing the scale of its health professional education offer.

University of Worcester Vice Chancellor and Chief Executive, Professor David Green CBE DL, commented on this news: “We are delighted by the decision to allocate an initial 50 funded places for medical students from September 2024 to the Three Counties Medical School at the University of Worcester. In the years to come this will make such a positive difference to the people of the Three Counties of Gloucestershire, Herefordshire and Worcestershire together with the Black Country borough of Dudley and Halesowen, all of whom live in such ‘under-doctored’ areas of the country.

We would like to thank NHS England and all in Government and Parliament who have contributed to this most positive decision.”

Building on its large provision of Nursing, Midwifery, Paramedicine, Physiotherapy, and Occupational Therapy training, the University opened a new medical school in September with a cohort of 44 students. The Three Counties Medical School currently has 20 UK students, funded through generous donations from the Kildare Trust and local NHS trusts who are joined by 24 self-funded international students.

The University is focused on initiatives that will support potential students from areas of greater deprivation and works with local partners to develop opportunities in health and social care, including apprenticeships in nursing.

A week before the Labour conference, it was announced that the University had been offered an allocation of 50 government funded places for home students for September 2024 entry, following a lengthy campaign.

U N I V E R S I T Y O F WO R C E S T E R

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the university works with local partners to develop opoprtunities in health and social care, including apprenticeships in nursing

The Purpose Coalition has been working with many of its health and social care partners to explore ways of tackling the recruitment crisis by attracting and retaining staff from their own communities and by tailoring the service they provide to the needs of those communities.

Its advocacy campaign, Your local NHS: Be at the heart of it aims to highlight that work, featuring real-life case studies that feature great examples of individual staff journeys within those organisations.

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YO U N G E N T E R P R I S E

Young Enterprise puts applied learning at the heart of party conference agendas H E L P I N G Y O U N G P E O P L E T O U N D E R S TA N D T H E S K I L L S T H E Y H AV E A L R E A DY A C C U M U L AT E D D U R I N G T H E I R A C A D E M I C E D U C AT I O N A N D H O W T H O S E C A N B E A P P L I E D T O P R A C T I C A L , R E A L- W O R L D C H A L L E N G E S WILL EQUIP THEM FOR A MORE PRODUCTIVE AND PROSPEROUS FUTURE. That was the message from events hosted by Young Enterprise and the Purpose Coalition at the Conservative Party Conference in Manchester and the Labour Party Conference in Liverpool.

The panel discussions at both events, Ready for the real world: How can applied learning give young people the skills they need for the future? were led by former Education Secretary and Purpose Coalition Chair, Rt Hon Justine Greening. She was joined in Manchester by Sharon Davies, CEO of Young Enterprise, Emma Degg, CEO of North West Business Leadership Team (NWBLT), Robbie Moore, MP for Keighley & Ilkley, Councillor Louise McKinley, Deputy Leader of Essex County Council and Paul Howell, MP for Sedgefield. The event also heard first-hand from young people who have taken part in Young Enterprise programmes. In Liverpool she was joined again by Sharon Davies and by Nick Forbes CBE, Engagement Director, Purpose Coalition.

In a rapidly changing world, too many young people feel that they are ill-equipped to take their place in the workplace and research shows that many employers share similar misgivings with 42% citing a lack of skills, 36% a lack of experience and 34% a lack of confidence (34%) as the main reasons why they are not hiring young people. With a 2022 PwC study showing that improving education, training and employment for young people could provide a £40bn boost to the UK’s GDP, it is vitally important that politicians, policy makers and business recognise the economic and social benefits of applied learning and the impact it could have on young people’s futures and that of the economy.

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Applied learning is a tool that enables teachers to bring realworld contexts and ideas to young people’s education through hands-on experiences and problem solving, integrated across subject teaching and linking their learning to a life beyond school. Applied learning has been shown to improve engagement and motivation, build transferable skills, improve academic outcomes, create a more productive workforce and is cost-effective to deliver. By improving access to opportunity it also supports improved social mobility.

Young Enterprise Chief Executive, Sharon Davies said: “It’s been great to be at the Party Conferences this year to set out why applied learning is so important to the future of our young people. Improving education, training and employment for young people could provide a huge boost to young people’s futures and to the economy. These events have provided an important opportunity to set out both the economic and social benefits of applied learning to MPs, policy makers and many more.”

Rt Hon Justine Greening said: “Education is essential to the future of our young people, and the events in Manchester and Liverpool were opportunities to set out why it matters, and hear first hand from young people who have benefited from Young Enterprise’s programmes across the country.”

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ANCHOR

In Conversation With Sarah Jones, CEO of Anchor AN EDITED EXTRACT FROM THE PURPOSE COALITION PODC AS T, FILLING THE CRUCIAL GAP IN OLDER PEOPLE’S C ARE AND HOUSING - ANNE MILTON TALKS TO SARAH JONES, CEO AT ANCHOR Sarah Jones: Anchor is now the largest provider of social housing for older people in England and the largest not-for-profit residential care provider. We cover a whole range of services for older people.

Socially rented, specialist housing for older people, home ownership housing, so offering retirement housing for homeowners and leaseholders, extra care housing - that’s specialist housing with onsite care provision, independent living which is similar to extra care, but a slightly different funding model and set up. And then of course, our care homes which are specialist residential care for older people, all of them with a dementia specialism for private care and local authority funded provisions. We support over 65,000

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customers in England and I try to meet as many of them as I can on a regular basis. We’ve got almost 10,000 colleagues, obviously very heavily weighted towards the residential care side of the business.

We operate in around 1700 locations, about 85% of local authority areas, so well represented around the country. We pride ourselves on the work that we do, the way we support our residents and colleagues, the values that we hold.

Anne Milton: So value driven care, value driven services and you are filling the crucial gap in the health and social care environment, offering services right across the range.

ANCHOR

SJ: When we talk about the care and support that we provide, it’s not what people might think of as being in care in a residential care home setting. It is about that support, that independence, that well being, the opportunity for people to live independently, healthy, happier lives without requiring those interventions. So much of what we do on the housing side is aimed at preventing people having to use acute services or helping people with their wellbeing. One of the things we find particularly important around housing is that sense of community that people have - so many health disadvantages arise from people who are living with loneliness and isolation.

AM: It’s brilliant that you have joined the Purpose Health and Social Care Coalition, not least because you’re occupying that vital space of older people’s care in all its guises.

SJ: When I was appointed as CEO, one area that I didn’t have in my background was involvement in public policy making, that influencing side of their job. You can have a really clear idea as an organisation about what you’re trying to achieve and your vision and mission and your values and then you try and line that up with public policy or with local or national government policymakers and you find you’re pushed into silos or buckets. Life isn’t clearly defined for older people. It’s a continuum and it can be a bit messy and you can move from one situation to another. So I think for us to be involved with a Coalition that recognises the interconnectedness of things and how we need to look at things holistically is really helpful for us.

I’ve been in the sector for a relatively short time but you can really see some significant shifts. So a lot more older men in housing and care. That changes the kind of services that we’re offering.

People coming into housing services at a younger age as more of a lifestyle future-proofing how they’re going to manage in later life, people coming into a residential care setting at the other end of the spectrum, actually much later than they might have done. And those demographic shifts will be very, very fast within one generation.

AM: Tell me about recruitment because it’s been particularly difficult in the social care sector.

SJ: Our not-for-profit, not-for-distribution status actually helped us in that regard. We’ve been able to make some choices about how we run our organisation. We got a real living wage accreditation, the first major care providers to do that. We’ve really focused on equality, diversity and inclusion. I mentioned more older men coming into our services. That was something that we really wanted to reflect amongst our colleague base so we had a big promotion where we went out to recruit more men into care which was very successful. Any kind of diversity like that is better for residents, it’s better for colleagues and it’s better for recruitment and retention. I think when people arrive with us, they understand our values and ethos and that helps us retain them even in a very challenging environment.

AM: And it’s about recruiting older people as well?

SJ: We’ve got some lovely stories about people who’ve retired and then come to work for us. It’s very positive for our residents to be able to share stories with people they share a background with. Things like training are really important and we try to give people that support.

AM: And the rewards you get back from the care that you give are immeasurable.

SJ: It’s something I reflect on a lot. People outside the sector might think person-centered care would mean what time someone likes getting up in the morning, what their dietary preferences are or what medicine they take. True person-centered care is much more than that. It’s about really understanding that individual, their journey, how you can give them the most fulfilling life, whatever challenges they’re facing or whatever limitations they might have. I find as I approach one of our residential care homes, I start welling up in anticipation of seeing all these wonderful things and experiencing it which is quite remarkable. I will never get over that kind of everyday heroism.

AM: In the Purpose Coalition we aim to have an impact - helping to influence public policy but also making sure organisations like Anchor can have maximum impact and celebrating the great stories that are already out there. We’re looking forward to working with you to focus on the areas that matter to you - widening the net, not just for the people you offer services to, but for the people who might come and work for you. That means that you have a more diverse workforce to work for the increasingly diverse number of people you serve.

SJ: Some people talk about career ladders, I always talk about career paths because actually coming into social care you start going down a path and there are lots of paths that lead off. It’s a great place to start working from which you can deviate and go into other jobs. I met somebody recently who started off life as a care worker but ended up managing NHS contracts for the care company and is now working in one of the big management consultancy companies.

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SOLENT

Solent University celebrates gold awards in the teaching excellence framework S O L E N T U N I V E R S I T Y, S O U T H A M P T O N H A S B E E N AWA R D E D T H R E E G O L D R AT I N G S I N T H E N E W TEACHING EXCELLENCE FRAMEWORK (TEF), RECOGNISING THAT OUR STUDENT EXPERIENCE AND S T U D E N T O U T CO M E S A R E T Y P I C A L LY O U T S TA N D I N G .

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SOLENT

The TEF panel that reviewed Solent highlighted the following achievements in the University’s provision: • Outstanding teaching, feedback and assessment practices that are highly effective and tailored to supporting students’ learning, progression, and attainment.

• Course content and delivery that inspires students to actively engage in and commit to their learning, and stretches students to develop knowledge and skills to their fullest potential.

• Ensuring a supportive learning environment that gives students access to a wide and readily available range of outstanding quality academic support tailored to their needs.

• Physical and virtual learning resources that are tailored and used effectively to support outstanding teaching and learning.

The TEF is a national scheme run by the Office for Students (OfS) that aims to encourage higher education providers to deliver excellence in the areas students care about the most: teaching, learning, and achieving positive outcomes from their studies.

Providers that take part in the TEF receive an overall rating as well as two underpinning ratings – one for the student experience and one for student outcomes. Solent was awarded gold for all three, with the awards lasting for four years.

Vice-Chancellor, Professor James Knowles says, “We are delighted with this recognition of our teaching excellence, student experience and student outcomes here at Solent.

“This is a high-profile endorsement of our ‘real-world’ approach, and of the work we do with each student to tailor our approach to meet their needs, and to support them to achieve their goals - so we are pleased to see these highlighted in the assessing panel’s report.

“There is no doubt that the TEF has raised the bar on teaching, learning and student experience across the sector, and I am particularly proud that we now belong to a small group of universities who have gained the ‘triple Gold’.”

The ratings reflect the extent to which a provider delivers an excellent experience and outcomes for its mix of undergraduate students and across the range of its undergraduate courses and subjects.

The TEF panel also praised Solent’s student submission, put together with the support of the University’s Students’ Union, which described our students as ‘devoted, curious and aspiring individuals with the goal of changing their lives through advanced opportunities and experiences’.

• Student engagement, leading to continuous improvement to the experiences and outcomes of its students.

• Tailored approaches that are highly effective in ensuring students succeed in and progress beyond their studies.

• Clearly articulating the range of educational gains it intends its students to achieve, and why these are highly relevant to students and their future ambitions. Evidence based, highly effective and tailored approaches to help students achieve these gains.

Winston Alla, Solent Students’ Union President, says: “On behalf of Solent Students’ Union, I want to congratulate Solent University on receiving the triple Gold Award for their Teaching Excellence Framework (TEF) submission.

“As Union President, I was honoured to assist the University with their student submission, which represents the voice of all students here at Solent.

“As a Students’ Union, it is our job to be the voice for the students and ensure their views are represented at the highest possible level.

“Solent University, Solent Students’ Union and our students strive to continuously improve the student experience for current and future students, and this has been reflected in the result the university has received.

“We know there is more work to be done, both for the Students’ Union and the University. As your Students’ Union, we will continue to work together to improve the student experience for the better, which our members deserve.”

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LOUG H BOROUG H U N I VE R S ITY

Purpose Coalition visits Loughborough University

IN AUTUMN, LOUGHBOROUGH HOSTED A VISIT FROM THE CHAIR OF THE PURPOSE COALITION, FORMER EDUC ATION SECRETARY RT HON JUSTINE GREENING, AND NICK FORBES CBE. It has been almost a year since Loughborough University joined the Purpose Coalition, which is made up of a combination of some of the UK’s most innovative leaders, Parliamentarians and businesses.

The cross-party of businesses, NHS trusts, UK councils and UK universities aims to share best practices and develop solutions for improving opportunity and social mobility. For the higher education sector, this includes equitable access and participation, through to attainment of fair employability and engagement.

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The visit to the East Midlands campus focused on strengthening our ties on social mobility and employability which fall within the University’s EDI aims and its Strategic theme, Vibrant and Inclusive Communities.

During the visit, a roundtable was held. This focused on the University’s three Strategic Themes: Vibrant and Inclusive Communities; Sports, Health and Wellbeing; and Climate Change and Net Zero – all of which align with the Purpose Goals.

A campus tour also took place, which included a visit to the STEMLab with Manager Chris Harris, as well as the Circular Economy for Medical Devices and Green Hydrogen Labs, led

by Professor Shahin Rahimifard and Professor Dani Strickland.

This provided the opportunity to highlight how the University’s collective efforts in teaching, research and innovation, and enterprise and employability help to translate the goals and Strategic Themes into action.

LOUG H BOROUG H U N I VE R S ITY

Vice-Chancellor Professor Nick Jennings commented: “I’m delighted that we are working together with the Purpose Coalition on improving opportunity and social mobility. Loughborough University is committed to being a diverse and inclusive organisation that improves the lives of our staff and students.”

Professor Charlotte Croffie, Pro Vice-Chancellor for EDI added: “Creating vibrant and inclusive communities depends on our ability to shape the narrative, live our values, and provide the conditions that enable us to attract, retain and develop the best talents from diverse communities, so we can use our strengths to advocate for others and help solve real-world problems.

“Being part of the Purpose Coalition can help us and other partners to expedite our efforts and as such, I would like to thank all our colleagues and students who came together to make this visit a success and for the work they do day in and day out to make our contributions in these areas count.”

Rt Hon Justine Greening, Chair of the Purpose Coalition, said: “It was brilliant to visit Loughborough University recently alongside Nick Forbes. We witnessed first-hand the University’s substantial and growing social impact and its commitment to the community.

“We had some very thought-provoking discussions in the roundtables and saw some of the University’s facilities that play a crucial role in innovation, research and solving real-world problems.”

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N E WC A S T L E & N O R T H U M B R I A U N I V E R S I T I E S

The power of place-based organisations – driving social mobility in the regions NEWC ASTLE AND NORTHUMBRIA UNIVERSITIES HAVE JOINED FORCES TO ADDRESS THE SOCIAL AND ECONOMIC DISPARITIES THAT ARE PREVALENT IN THE NORTH EAST OF ENGL AND Their Vice-Chancellors, Professor Chris Day CBE and Professor Andy Long FREng, discuss the Collaborative Newcastle Universities Agreement (CNUA), and why they believe the role of universities as place-based drivers of social mobility and inclusive and sustainable economic growth in their cities and regions is more important than ever before.

WHAT IS THE COLL ABORATIVE NEWC ASTLE UNIVERSITIES AGREEMENT, AND WHY IS IT

expertise to take us through the crisis and build back stronger and fairer. The work we do in our place and the relationships we nurture with our partners – from the local authorities, the NHS, business and industry, to our fellow HE and FE providers, the voluntary sector and cultural and creative arts practice – is more relevant than ever before. The Collaborative Newcastle Universities Agreement recognises that, by working together, we can be greater than the sum of our parts, providing more and better benefits to our communities, not just to support economic and social recovery, but to build a sustainable and more inclusive future.

IMPORTANT? Andy Long: The pandemic showed us what we can achieve when organisations pull together, drawing on our collective strength and

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Chris Day: As civic universities, we have a duty to ensure that the work we do is of real benefit to society in our city, our region and beyond. Only by working with a wide range of partners can we

THE NORTH EAST HAS SOME OF THE UK’S LOWEST RATES OF SCHOOL ATTAINMENT AND PARTICIPATION IN HIGHER EDUC ATION. WHAT ARE YOU DOING TO ADDRESS THESE ISSUES? CD: The long-term entrenched socio-economic barriers to participation in higher education in our region are well-documented.

For those growing up in the region, 33% attend university, compared to a national average of 37% and in stark contrast to participation rates in London which stand at nearly 50%.

It’s vital, therefore, that we offer a range of alternative supported entry routes that enable us to develop the potential of talented young people from all backgrounds. Newcastle University’s PARTNERS widening participation programme is one of our most well-established supported entry routes into higher education.

It enables students who successfully complete the programme to receive a lower contextual offer. We have been running PARTNERS since 2000, since when it has enabled more than 9,000 students to study with us.

We also lead a number of national initiatives, in partnership with Northumbria and the region’s other universities. One initiative that has proved to be highly successful is the Care Leavers’ Covenant.

This is a national inclusion programme under the North East Raising Aspiration Partnership (NERAP) which supports care leavers aged 16-25 in their transition towards independent living. Through the covenant, we are committed to bridging the gap in support for care experienced young people by providing consistent, high-quality support to care-experienced students and young carers throughout their educational journey.

AL: At Northumbria we are committed to providing opportunities for young people to access university regardless of their background. We also have a range of access programmes, for example, our Evolve programme for Sixth Forms and Colleges offers sessions that focus on a range of transferable skills with the aim of encouraging students into Higher Education. NU Entry is our first supported entry route which was launched in 2013 to Year 12 students in local schools before expanding across England in 2016.

We later added Destination Northumbria, aimed at students in Year 13, and Access NU for mature students. Eligibility to participate in the programmes is based on widening participation criteria, including low participation neighbourhood, Care Leaver status and children from military families. Successful students earn 8 or 16 points through participation in activity and assessment, and we accept these as equivalent to UCAS tariff points.

N E WC A S T L E & N O R T H U M B R I A U N I V E R S I T I E S

really bring about positive and lasting change. The CNUA is not only about our commitment to closer collaboration, but also about the benefits it brings to our education, our research and our operations – and through that, to the positive contribution we make to people’s lives and to the economic growth and prosperity of the North East.

The North East Uni Connect programme is another example of the work we do in partnership. The scheme aims to foster a strong and sustainable collaboration with schools, aimed at enhancing attainment levels at Key Stages 3 and 4, and to maximise our opportunities to work with external partners in support of the regional education and skills agenda.

Foundation years are another good example of a route to higher education for students who might not otherwise access university.

Every year over 1000 Northumbria’s students opt to take a foundation year, giving them both a full university experience and the skills they need to progress onto the first year of their chosen degree. This is often a route preferred by students who want to develop specific skills to enable them to pursue an entirely new direction of study, but it’s also an option for students who haven’t met the entry requirements for their course. The evidence shows that students who start university on a foundation year have excellent retention rates and very strong outcomes.

YOU MENTIONED THE IMPORTANCE OF UNIVERSITIES PROVIDING SKILLED GRADUATES TO THE REGIONAL WORKFORCE. HOW DO YOU APPROACH THIS IN THE NORTH EAST? AL: We’re making a significant contribution to the skills pipeline in the North East with around 63% of our graduates staying in the region for employment after their degrees.

In addition, both universities provide a growing number of doctorally qualified graduates into the regional and national workforce. We lead Renewable Energy Northeast Universities (ReNU), a doctoral training partnership with Newcastle and Durham universities, backed by a strong portfolio of 36 partners including 27 companies (both SMEs and multinationals), non-profit organisations, local government and prestigious academic institutions around the world. ReNU trains and equips the next-generation of doctoral graduates with the skills required to drive UK innovation in renewable and sustainable distributed energy applications.

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N E WC A S T L E & N O R T H U M B R I A U N I V E R S I T I E S

INTOUNIVERSIT Y NEWCASTLE EAST Since 2021, through the Collaborative Newcastle Universities Agreement, Northumbria and Newcastle Universities have been working in partnership with national charity IntoUniversity, which provides local learning centres to support young people from disadvantaged neighbourhoods.

The IntoUniversity Newcastle East Centre works with young people aged between 7-18, providing academic support, softskills development, and experience of the world of work to enable young people to achieve a university place or another chosen aspiration.

IntoUniversity staff provide sessions of structured academic study after school for children and young people from Year 5 to Year 13. The sessions raise attainment, encourage young people to become active, independent learners and help them to develop effective study skills.

Despite ongoing disruption from Covid-19, in the 2021/22 academic year, supported by students from both universities who volunteered as mentors, the centre exceeded all expectations, supporting over 800 young people during this challenging period. One of the IntoUniversity centre’s stand-out achievements is that the progression rate to Higher Education for Year 13 students who participated is significantly higher than both the national and regional average. Progression from the centre stands at 67%, as opposed to the local average of 12%, and a national average progression of 43%.

The universities are now working with IntoUniversity to identify potential areas for more centres in the city and region.

Degree apprenticeships are another important alternative route to attaining a full undergraduate or postgraduate degree qualification, offering learners the opportunity to combine university study with workplace learning. Currently Northumbria University has around 2,000 degree apprenticeship students. We work with a number of large regional employers on degree apprenticeships, including Northumbria and Durham Police forces, local NHS trusts, Ernst and Young and Balfour Beatty.

CD: The face of UK industry is changing rapidly, not only in response to critical issues like net zero and the digital revolution, but also as a direct result of advances in technology and manufacturing, many of which are the result of our excellence in R&D and innovation. We urgently need to address the skills shortage by creating an environment where we can equip graduates with the skills they and employers need to build the workforce of the future.

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One such initiative is the Institute of Electrification and Sustainable Advanced Manufacturing (IESAM), which we are delivering in partnership with the region’s HE and FE providers.

IESAM has been established in response to the emergence of the North East as the centre of the UK’s electrification revolution.

Through IESAM we are addressing industry needs by developing a flexible, high-quality power electronics, machines and drives (PEMD) skills pipeline.

IT’S CLEAR THAT THE CNUA HAS ALREADY ACHIEVED A GREAT DEAL. WHAT DOES THE FUTURE HOLD, AND HOW DO YOU THINK A FUTURE GOVERNMENT COULD BENEFIT FROM THE WORK YOU’RE DOING IN THE NORTH EAST? CD: The more we do in collaboration, the more it becomes apparent that, in regions like the North East, with the particular set of challenges we face, universities can and must be part of the solution. We want to build on the opportunities of partnership working across and beyond our region to support social mobility and sustainable economic growth, and particularly those opportunities arising from the North East Devolution Deal, working in partnership with the North East Mayoral Combined Authority and others, including the other regional universities.

I think what we have shown in the North East is that we have developed an ecosystem that is primed and ready to help a future government deliver on levelling up, local growth and prosperity.

Above all, the partnerships that our universities create are key to securing the future of the UK as a powerhouse of research and innovation across the whole spectrum of industries, from science and technology to healthcare and life sciences, data and digital to arts and humanities.

AL: Our ambition is that this work should support future policy making, raising aspirations and enabling people to access opportunity and achieve their full potential.

The Collaborative Newcastle Universities Agreement has the potential to be an exemplar of how to connect education, skills and R&D with opportunities around commercialisation and inclusive and sustainable economic growth to drive the health, wealth and wellbeing of our city and region.

Read our recent report: The Collaborative Newcastle Universities Agreement: Place-based Action to Boost Social Mobility and Drive Inclusive Economic Growth across Newcastle and the North East of England www.purpose-coalition.org/impact-reports/collaborative-newcastle

T H E H A R R I S O N F O U N DAT I O N

Latest Harrison Foundation community project supports self-confidence and speaking skills Speaking about the project’s broader goals, Daniel Harrison, a trustee of The Harrison Foundation, commented: “We are delighted to make this donation to support Mowden Hall and the wider community. My family has an incredibly strong connection to both as many of us have studied there, including my nephews and nieces, and I look forward to watching them and future generations perform in the Harrison Theatre over the years to come.

THE L ATEST COMMUNIT Y PROJECT FUNDED

BY A £220,000 GRANT FROM THE HARRISON F O U N DAT I O N WA S U N V E I L E D R E C E N T LY I N RU R A L STOCKSFIELD IN NORTHUMBERLAND. It is set to transform Mowden School’s theatre by providing a versatile space for artistic expression, skill development and community building. The theatre will be known as ‘The Harrison Theatre’ and will see a complete facelift, with the installation of flexible seating and new lighting. Serving both Mowden Hall students and the local community, the fantastic new facilities will create an inspiring and multi-purpose venue that will instil pride and confidence in everyone who uses it.

Drama plays a crucial role in building confidence, empathy, concentration, teamwork and communication skills in children.

Activities offered to local youngsters as part of the donation will aim to promote public speaking and confidence. They are skills that were highlighted this summer by Sir Keir Starmer when he pledged that embedding speaking skills in schools would be included as an integral part of Labour’s plans for education.

Activities at Mowden School will also provide opportunities for children interested in the more technical aspects of theatre to learn about state-of-the-art lighting and sound equipment.

“Boosting social mobility is at the heart of the mission of the Harrison Foundation which is why it is so important that this investment helps as many children in our local communities as possible, instilling the same sense of confidence and purpose in young people that I know Mowden Hall School provides for its students through the creative arts.”

The project is the latest contribution to improving social mobility by the Harrison Foundation. It also founded The Harrison Centres for Social Mobility as key drivers of opportunity in the North East.

The first Centre was opened in Sunderland in 2018 by founder Sir David Harrison and is based at the Beacon of Light at Sunderland Football Club. Since then five more Centres have been established in Newcastle, Darlington and Blyth, and also online with the Open University and overseas in Antigua and Barbuda. Each Centre targets specific local educational and employability needs so that young people receive tailored support to get the right skills and the right job. Over £6m has been invested in education and training since 2017 and each year 2,000 young people have benefited from using the Centres.

The Harrison Centre in Sunderland works with Sunderland FC’s charity, the Foundation of Light, to offer young people a range of education, training and skills programmes that are focused on employability. Much of this work is also centred on fostering the independence and confidence that will help them to be more workplace ready. The Centre works closely with local partners to provide direct employment opportunities across a number of industry sectors which include work experience and short-term bespoke programmes linked to specific employers.

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DUR HAM UN IVERSITY

The transformation of place through partnership - how Durham University is bringing opportunity to the North East The best place-based organisations forge strategic partnerships that drive economic growth in their local areas.

Universities are playing an increasingly important part of that coalition of the willing, collaborating with other local bodies to deliver opportunity.

That is particularly true of the North East of England, a region where there have traditionally been few opportunities.

Purpose Coalition partner, Durham University, has a keen focus on the role it plays not only in the historic home city of Durham but also on its wider role in the North East. It is using its expertise - its world-leading research capability - to improve people’s lives, with its ten research institutes bringing together staff and external partners to make a positive contribution to the challenges that the world faces today.

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As part of that work, Durham University is leading the Northern Accelerator partnership, a collaboration with the Universities of Newcastle, Northumbria, Teesside, Sunderland and York. It was set up in 2016 to increase the rate at which universities in the North East translate their research findings into successful commercial products and services that will make a social and economic impact. It aims to build a pool of entrepreneurial talent that will take forward commercial opportunities and helps to progress ideas to commercialistaion through stronger tech transfer teams. It has developed a programme of support to exploit intellectual property and scale-up activity, targeting gaps in the innovation support landscape and is developing new funding routes for spinouts, including a dedicated venture capital fund, Venture North.

DUR HAM UN IVERSITY

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Durham University’s ten research institutes bring together staff and external partners to make a positive contribution to the challenges that the world faces today.

Northern Accelerator has been hugely successful. It has transformed the university innovation ecosystem, creating 47 businesses in a range of sectors which offer high-value jobs, many based in the North East and North Yorkshire, including innovation clusters at Durham’s North East Technology Park (NETPark). In the last five years spinouts from its partner universities have raised over £100m investment. It has also delivered over £123m additional GVA (Gross Value Added) to the region’s economy over a 10-year period.

That’s estimated to rise to £140m by 2030.

Northern Accelerator is delivered by the Innovating Together – Universities in the North East (In-TUNE) partnership, launched by Durham, Newcastle, Northumbria and Sunderland Universities to deliver two business support programmes aimed at strengthening the North East economy. The universities work with technology innovation catalyst, CPI, which brings together academia, businesses, government and investors to deliver great ideas into t he marketplace with the right experts, equipment, networks and funding.

Alongside Northern Accelerator, the In-TUNE partnership also supports Arrow, a business support programme which focuses on helping regional SMEs to innovate by connecting them with university expertise. The programme is expanding across the region and organisations in County Durham and North of Tyne Combined Authority areas can access innovation support from all four North East universities to develop new products and processes.

The value of the regional collaboration has been recognised by the North of Tyne Combined Authority and Durham County Council which awarded £2.79m Shared Prosperity Funding to continue developing the Northern Accelerator model at Durham, Newcastle and Northumbria Universities as part of the In-TUNE project. Research England also announced an additional £1.5m Connecting Capability Funding for the full six-university partnership to pilot new activity alongside its current work, trialling new interventions and additional support programmes.

Rooted in its community, Durham University’s purposeful approach to partnerships and to making a positive difference to the region and the people who live there is paying off.

By nurturing talent and ideas and providing them with the commercial input and skills that will help them succeed, it is boosting productivity, pay and green, high tech jobs in the region. In turn, that success will attract further investment into the area, helping it to deliver equality of opportunity in the long-term.

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H I TA C H I R A I L

Getting Britain back on track - why investment in our railways holds the key A NEW REPORT L AUNCHED BY HITACHI RAIL AND THE PURPOSE COALITION ASSESSES THE IMPORTANCE OF I N V E S T M E N T I N T H E R A I L I N D U S T RY I N B R I TA I N, PA R T I C U L A R LY L O O K I N G AT I T S S O C I O - E CO N O M I C I M PAC T. The report provides a detailed assessment of the economic benefits of Hitachi Rail’s footprint in the UK, which delivers an annual £654 million gross value to the UK economy and supports almost 10,000 jobs across Scotland, Wales and England.

More importantly the report also examines the social value Hitachi’s £2.6bn investment in the UK economy and the benefits of the improved connectivity that 286 Hitachi mainline passenger trains deliver. The report also highlights how Hitachi Rail is more than just a train manufactuer or maintainer by investing in building a skilled talent pipeline, raising aspirations and enriching communities through social and economic connection.

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The report assesses Hitachi Rail’s work against the framework of the Purpose Goals, a set of sector-relevant social impact criteria which focus on key life stages and the main barriers that prevent a level playing field. It showcases its leadership within the rail sector in terms of boosting social mobility, maximising social return on investment and wider economic impact of the company itself and the impact it has on communities around its key sites. This has been shown particularly through the lens of five key Purpose Goals: Goal 2 Successful School Years, Goal 3 Positive Destinations Post 16+, Goal 9 Extending Enterprise, Goal 11 Infrastructure for Opportunity and Goal 13 Harness the Energy Transition and Net Zero.

H I TA C H I R A I L

Standout examples of its work range from its partnership with South Durham University Technical College which supports young people through their educational journey to the employment opportunities created by its sector-leading Operations, Service and Maintenance (OSM) operations in strategic areas; from its Newton Aycliffe facility in Durham which builds and maintains state of the art trains and acts as an anchor location supporting both the national and regional economies to its innovative battery solution leading the rail industry towards full decarbonisation.

Jim Brewin, Chief Director of UK&I, Hitachi Rail said: “The direct benefits of Hitachi Rail’s annual £645 million gross value add are easy to see, including the 9,787 jobs we support across the UK. However, what is equally important is the social value Hitachi Rail delivers.

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Hitachi Rail’s examle should encourage policy makers to think strategically about future infrastructure projects and understand how they can drive economic growth and open up opportunity

“This is why partnering with the Purpose Coalition is so important.

Together we can shine a light on the social value of rail: be it partnering with South Durham University Technical College, trains tackling the transport poverty or the importance of highly skilled maintenance jobs in social mobility cold spots.

are more than a means of transport - they can uplift regions in need, stimulate economic growth and enhance quality of life for customers, colleagues, and local communities. For many it can be a lifeline. The sustainable transport options our railways offer means it is also a cornerstone of our efforts to achieve a net zero future.

“Delivering social value is not only becoming increasingly important for our UK business, it is essential. In working with the Purpose Coalition we have assessed our current activity against the 14 Purpose Goals framework, which are influenced by the UN Sustainability Goals.

“Hitachi Rail’s best practice, showcased in this report, demonstrates the rail industry’s potential for making a difference in fostering positive change across industries and communities over the longterm. Hitachi Rail is actively investing in building a skilled talent pipeline, raising aspirations, and enriching communities through social and economic connection.

“Achieving five Purpose Goals is fantastic, but I am eager our Purpose Coalition partnership grows the positive impact of Hitachi Rail in the local communities across our UK footprint.”

Chair of the Purpose Coalition, Rt Hon Justine Greening, said: “Rail connectivity and infrastructure are critically important to our nation’s economic growth and social cohesion, as I saw for myself as Transport Secretary. With its countrywide network, our railways

“I hope that Hitachi Rail’s examples evidenced in this report will encourage policy makers to think strategically about future infrastructure projects and understand how they can drive economic growth and open up opportunity, especially in social mobility cold spots. I am looking forward to continuing our partnership to encourage investment in the rail sector and to help shape its positive social impact in the future.”

Nick Forbes CBE said: “It’s clear from this report that Hitachi Rail understands the importance of social value to its business. That extends far beyond its core operations to its extensive supply chain, with an annual expenditure of £157.4 million which supports around 2,000 jobs every year in the wider UK supply chain. Its work creates an ecosystem of businesses that benefit from its activities, including a wide range of SMEs which get support and the opportunity to grow, often in areas where there have previously been limited opportunities. ”It is critical that the principle of social value is properly embedded in our procurement process, and that the Procurement Bill currently going through Parliament reflects that. More clarity will allow companies like Hitachi and others participating in large infrastructure schemes which make a significant contribution to regional and national growth to leverage their activities more effectively so that social value is at the heart of every procurement decision “.

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J O S E P H R OW N T R E E F O U N DAT I O N

Millions miss out on opportunity as destitution in the UK rises AS WINTER APPROACHES AND PEOPLE ARE THINKING ABOUT TURNING ON THEIR HEATING AND EATING MORE WARMING FOOD, A STARK REMINDER HAS BEEN DELIVERED THAT FOR MILLIONS O F P E O P L E I N T H E U K , T H E S E T H I N G S W I L L S I M P LY N O T B E A N O P T I O N .

This week the Joseph Rowntree Foundation published the fourth of its studies on destitution which reveals that approximately 3.8 million people experienced destitution in 2022, including around one million children. Numbers have risen sharply over the past three years, with almost two and a half times the number of people considered destitute compared to 2017, and nearly triple the number of children.

The research also shows how the population of people experiencing destitution is changing, although there are some groups that continue to be disproportionately at risk.

Some of its findings are predictable but others are less expected.

Almost two-thirds of people experiencing destitution reported having a chronic health problem or disability and the rate of destitution among black-led households was three times their population share.

However, the overwhelming majority of people didn’t report complex needs such as homelessness, drug or alcohol problems or domestic violence. And while single people remain most at risk of destitution - almost three-fifths of the total – it was experienced by a growing number of families with children, particularly lone-parent households.

Seventy-two per cent rented or, occasionally, owned their own home, a big rise since 2019 as destitution began to affect more social and private tenants than previously. London had the highest destitution levels in 2022, followed by the North East and North West.

While many of those who took part in the survey that informed the study had experienced persistent hardship, there was much more evidence of people experiencing a sudden deterioration in their economic circumstances as a result of the economic impact of the pandemic, compounded by the cost-of-living crisis. It was clear that problematic debt and falling behind with bills was a huge burden on a majority of people with 56 per cent of households surveyed citing it as a reason. Most common were housing related and utilities debts but there were also growing signs of consumer debt, mainly affecting those who had been in work relatively recently.

Destitution means that people struggle to afford to meet their most basic physical needs – being able to stay warm, dry, clean and fed.

Their inability to do so significantly affects their physical and mental health and increases their social isolation which in turn puts more and more pressure on already overstretched services. It also means it’s almost impossible for them to access the sorts of opportunities that would help improve their life chances. Children who sleep on the

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floor because they have no bed or who go without breakfast are unlikely to be able to learn effectively at school. People who would like to apply for jobs are unlikely to have an appropriate outfit for an interview, or the money for their fare to get there. It contributes to a downward spiral of hardship and a huge waste of potential.

The Joseph Rowntree Foundation has put forward a number of recommendations, including a programme of government reforms to Universal Credit and the wider social security system, that it believes would better protect people from the impact of destitution.

Its latest research has particularly highlighted that the gap between those in work and just about managing and those finding themselves destitute is narrowing, with increasing numbers at risk.

Many organisations are already supporting those who need help, building on their experiences of addressing the challenges of Covid-19 and then of the on-going cost-of-living crisis to help their communities. The Purpose Coalition began working with many organisations during the pandemic and many of those are still delivering initiatives on the ground which are making a real difference, especially in the most disadvantaged communities.

Food services company, Sodexo, for example, works with a number of charity partners including the Trussell Trust and FareShare on initiatives that aim to reduce food insecurity in the long-term.

Earlier this year the Purpose Coalition set up a Cost-of-Living Taskforce with some of its most innovative members who are going above and beyond to help their customers, colleagues and communities with the rising cost-of-living, from great British institutions such as the Co-op and Virgin Money, to universities and local authorities across the country. It advocated moving away from quick fixes and towards boosting longer-term financial resilience, finding new ways to support people, not just through government initiatives but also in collaboration with businesses and private sector organisations. As part of that work, it published an Action Plan which set out a number of recommendations, including the introduction of a rainy-day savings scheme and a review into households’ energy security and resilience. It continues to work cross-party to share best practice and to promote innovative thinking on the issue. The coming winter is likely to highlight once again the urgent need for creative solutions if we are to ensure that the poorest people in our society do not continue to miss out on opportunity.

CAR D I FF M ET U N I VE R S ITY

Opening up opportunity through sport, the Cardiff Met way AS AN ANCHOR INSTITUTION, CARDIFF METROPOLITAN UNIVERSIT Y HAS A LONG TRADITION OF MAKING A POSITIVE IMPACT ON ITS STUDENTS AND THE COMMUNITIES IT SERVES, FAR BEYOND ITS OWN CAMPUSES. Through its partnership with the Purpose Coalition, the University has demonstrated its commitment to breaking down the barriers that prevent true equality of opportunity. The 14 Purpose Goals developed by the Coalition provide a framework against which an organisation’s social impact can be measured. They cover life stages such as successful school years or positive destinations post-16+ or the obstacles that people encounter such as the digital divide or access to savings and credit.

Goal 8 relates to good health and wellbeing, an essential factor if a person is to access the opportunity that will allow them to reach their full potential. In a post-pandemic world and an on-going cost-of-living crisis, those from the most disadvantaged backgrounds have been hit the hardest and there is increasing evidence that it is young people who are experiencing the greatest challenges in maintaining good mental and physical health. It is also the Goal that many young people align with the most closely and believe is one of the most important benchmarks when looking at prospective employers and an organisation’s social impact offering.

So Cardiff Met’s successful initiative, Open Campus, is important for its students and for its communities. Its focus is on helping more people access sport, physical activity and health support by providing learning opportunities for the local community. So far, almost 10,000 schoolchildren and members of the community have attended events. Over 1,000 Cardiff Met students have delivered the activities, engaging with 41 schools across Cardiff and the Vale of Glamorgan.

In collaboration with their teaching staff, students deliver sessions as part of their undergraduate degrees which include Sport Coaching, Sport Media & Management, Sport PE & Health, Sport Performance Analysis & Sport Conditioning, Rehabilitation and Massage. So far, they’ve participated in over 320 on-campus placements and over 250 community placement opportunities.

Activities range from coaching children’s sport to researching the impact of cardiovascular health, supporting the delivery of falls prevention courses with the elderly community to supporting performance athletes and running elite level sporting events to doing market research for National Governing Bodies (NGBs).

The achievements of Open Campus were celebrated recently at an event at Cardiff Met’s Cyncoed Campus with 120 students leading over 400 people in a range of sport and health activities, including primary and secondary school students, cardiac patients and neurodiverse children. The success of the initiative has led the University to expand the programme to help even more people access sport, physical activity and health support, extending it to groups including those in the youth justice system and refugees.

It also intends to offer support to cardiac rehabilitation centres and offer health hubs for frail people.

The Open Campus initiative is just one way in which Cardiff Met is working with purpose to enhance the learning experience for its students in a real-world setting, while making a difference to those living in its communities. Good health and wellbeing are fundamental to being able to thrive at every stage of life. Giving a whole range of people, from children to the elderly, the chance to access teaching and sports facilities they may not otherwise have had makes a significant contribution to a healthier and happier community.

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FIT FOR The Purpose Coalition is pleased to partner with Southeastern Railway

LEVELLING UP