PGL Beyond

Breaking

Down Barriers Report

Forewords

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

Nick Forbes CBE, Former member of Keir Starmer’s Shadow Cabinet and Chair of the Breaking Down Barriers Commision

Anthony Jones, CEO PGL Beyond

An Overview of PGL Beyond and its Purpose

1.1. An Introduction to PGL Beyond

1.2. PGL Beyond’s Purpose

Breaking Down Britain’s Barriers

Mapping PGL Beyond’s Activity Against the Purpose Goals

Analysis

Key Community Opportunity Barriers

Recommendations

0. Forewords

Education is key to unlocking children’s talent and aspiration, whatever their background and wherever they are from. But it is not just learning in the classroom which will open doors for them, it is education in its very widest sense. Visiting new places, experiencing unfamiliar environments, overcoming new challenges and developing friendships will give them fresh perspectives and a sense of confidence which will serve them well as they progress in life.

In my work at the Purpose Coalition, and in my former role as Secretary of State for Education, I have seen firsthand the benefits that a rounded education can offer children. In a country where social mobility has stagnated for decades, where who you know is all too often more important than what you know and where it is more difficult than ever for children to progress beyond their parents’ social status, those benefits are crucial.

Significant gaps in attainment between advantaged and disadvantaged children are already evident by the time they start primary school, and they continue to grow through each key stage of education. As the barriers accumulate, so their opportunities diminish.

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

Organisations like PGL Beyond seek to break down those barriers, offering education, adventure and travel experiences that will broaden the horizons of every young person that participates. Its commitment to providing enriching out-of-school experiences aligns completely with the Purpose Coalition’s mission to boost social mobility, especially in areas that have often been left behind. This report shows a range of best practice that can inspire and guide others in the leisure and tourism sector as well as in education, mapped against a framework of 15 Purpose Goals which correlate with the main barriers to opportunity that people face across all life stages.

The report also explores a number of ways in which PGL Beyond can go even further in extending its social impact for its customers, colleagues and the communities it serves, and I know it will employ the same ambition and dedication in making a positive difference in the future.

If we are to build a fairer society, we need an education system that drives aspirations and high standards, creating better life chances for everyone. Removing the glass ceilings on the ambitions of young people at every stage of their development will enable them to go as far as their talents can take them, whatever their background. That not only makes sense for the individual but for the country more widely.

The focus of the Breaking Down Barriers Commission, part of the wider Purpose Coalition, is on dismantling the barriers that stop people from getting on and that prevent communities from prospering. That is often done most effectively by building strong partnerships between organisations who understand their customers and the communities in which they operate and who are, as a result, best placed to contribute meaningful solutions to the challenges that we see today, including many faced by the education sector. Their work is vital if we are to have a stronger economy and a more socially mobile society.

Nick Forbes CBE, Former member of Keir Starmer’s Shadow Cabinet and Chair of the Breaking Down Barriers Commision

This report shows how partnerships with a range of other organisations, each of which contributes its own expertise and experience in the educational travel sector, are integral to PGL Beyond’s success. Together they provide experiences which support the need to promote more positive outcomes for young people while clearly illustrating how educational initiatives can be a powerful force for good. They also offer inclusive career opportunities, often in places where previously there have been few.

Society now has much higher expectations of businesses and the positive social impact they can deliver, actively contributing to improving the lives of their customers, colleagues and communities. PGL Beyond is in a prime position to play an important part in shaping the lives of our young people, broadening their horizons and transforming their life chances.

Their work is vital if we are to have a stronger economy and a more socially mobile society.

Forewords

Every decision we make at PGL Beyond is driven by purpose.

We firmly believe that every young person deserves equal opportunities, the access to experiences that help them grow, thrive and allow them to confidently make the transition into adulthood.

Academic outcomes are important, but we know this achievement alone is not enough. Young people also need confidence, resilience, and practical, real-world skills to truly thrive – in both life and work.

It’s why we stand for a different kind of learning at PGL Beyond, one that builds on character as well as knowledge, allows the nurturing of wellbeing alongside academic achievement. We see, across all the experiences we offer that they allow young people to discover who they are, and, even more importantly, what they are capable of. Our experiences open their eyes to huge possibilities.

And whilst we may be traditionally known as an organisation providing school trips. our mission doesn’t stop at the school gates. Through our Youth Strategy, we’re empowering older age groups, diverse and vulnerable populations - including marginalised and underrepresented communities - with experiences that generate holistic skill development.

Anthony Jones, CEO, PGL Beyond

Our vision to ensuring beyond-the-classroom experiences are a given, not a privilege is driven by initiatives such as The Breakthrough Fund. It has already allowed us to provide trips to thousands of children who otherwise couldn’t have accessed this opportunity and we are planning investments to take this reach even further.

Whilst many of our trips have a destination, we are very much on our own journey and we are delighted to work with the Purpose Coalition and other like-minded organisations to help us achieve these goals. We are on the road to B Corp accreditation and have introduced substantial changes making a real impact for all stakeholders and ultimately make us a better business.

This Impact Report shares some of our work and I hope also illustrates our shared ambition to do more.

1. An Overview of PGL Beyond and its Purpose

1.1. An Introduction to PGL Beyond

PGL Beyond is built on the belief that inside every young person lies untapped potential, and that can truly be awakened when stepping beyond the classroom.

Through the power of outdoor learning and educational travel, PGL Beyond has the scale to provide enriching experiences to thousands of young people each year.

This scale isn’t just about numbers, it is also about reach, impact and walking alongside young people on their educational journey. PGL Beyond brings together four leading brands- PGL, NST, European Study Tours and StudyLink Tours – each with a proud history of delivering exceptional experiences beyond the classroom, supported by a shared purpose and values and the highest standards of safety and care.

This connected network supports learners from primary years, through to university-level educational travel. But it is also evolving into something bigger – with the ambition to make a greater difference than ever before, by being safer, more inclusive and more sustainable.

1.2. PGL Beyond’s Purpose

PGL Beyond strives to unlock potential in young people to shape brighter futures. Whether that is undertaking an activity on the first outdoor residential away from home, bonding with classmates on a group activity, or exploring cultural or historical destinations on an overseas tour, providing young people with fun but challenging experiences beyond the classroom is integral to shaping their future. This clear focus is to allow children to help develop the life skills they need to thrive and grow and ensuring no matter their personal circumstances, these opportunities form a part of each person’s development.

By reaching almost 500,000 young people every year through 290,000 adventure activity sessions and 3800 study tours, PGL Beyond takes pride in its role in providing life-changing opportunities to young people across the UK. The company is conscious of the fact that residential and overseas trips are often out of reach for young people from more disadvantaged backgrounds and is passionate about extending opportunity and experiences to all.

PGL Beyond has six core values which are put into practice by its colleagues in the company’s activity centres and support centres across the UK.

• Safety: PGL Beyond takes a sector leading approach to the safety and safeguarding of the young people participating in its trips and tours, as well as the colleagues leading these.

• Teamwork: From collaboration with other industry bodies to promoting teamwork among its colleagues to deliver the highest standards of travel experiences, working together is at the heart of PGL Beyond’s company culture.

• Respect: PGL Beyond promotes an inclusive and respectful workplace environment in which every colleague can succeed and thrive as their true selves.

• Fun: Delivering fun and engaging activities is vital in PGL Beyond’s mission and also in the workplace to promote physical activity and positive mental health in the next generation of young people.

• Quality: PGL Beyond’s believes that good is not good enough and strives for excellence in everything it does across its activity centres and support centres.

• Inclusivity: PGL Beyond is clear that there should be no barriers that prevent young people from accessing educational travel experiences, working diligently with those who support young people, to organise trips that meet the needs of every individual. Creating an inclusive workplace in which differences are celebrated is another central aspect of PGL Beyond’s culture.

Empowering young people to broaden their horizons and learn new skills is at the heart of PGL Beyond’s work, with the company’s wide range of trips and experiences promoting self-esteem, independence and creativity. PGL Beyond is a company that prides itself on helping young people in the UK to achieve their full potential, with its brands having created generations of young people who are inspired to learn, explore and succeed for more than sixty years.

2. Breaking Down Britain’s Barriers

The Purpose Coalition measures organisations against a set of sector-relevant social impact criteria. The Purpose Goals outline 15 interconnected impact barriers to opportunity. By drawing on expertise provided by academia and business, the goals are designed to specifically address some of the unique challenges facing the UK.

The Coalition’s cross-party work brings together the UK’s most innovative leaders, Parliamentarians and organisations to support, share best practice, and develop solutions for improving the role that organisations can play for their customers, colleagues and communities by breaking down barriers to opportunity.

The Purpose Coalition is chaired by Rt Hon Justine Greening, the UK’s former Secretary of State for Education, Transport and International Development.

The Goals were designed following Justine’s experience as Secretary of State for International Development, leading the UK’s delegation to the convention of the United Nations (UN) that established the 2015 UN Sustainable Development Goals (SDGs). The Purpose Goals apply the SDGs in a UK context.

The SDGs as interlinked goals emphasised the interdependent environmental, social, and economic aspects of development and centralised the role of sustainability. At the time, Justine recognised how transformative a common set of accessible but ambitious goals could be in galvanising action to effect change. After leaving Government in 2019, Justine established the Purpose Coalition and Social Mobility Pledge with the intention of galvanising UK economic and social actors to improve social mobility in the UK.

The Purpose Goals focus on key life stages and highlight the main issues that need to be resolved to break down barriers to opportunity in the UK. The Goals are intended to guide ambition, provoke action, and measure progress.

The Coalition’s cross-party work brings together the UK’s most innovative leaders, Parliamentarians and organisations

3. Mapping PGL Beyond’s Activity Against the Purpose Goals

3.1. Goal 1: Strong Foundations in Early Years

A lack of strong foundations in Early Years is one of the major barriers to opportunity. With research suggesting that on average 40% of the development gap between disadvantaged 16 year olds and their more advantaged peers has already emerged by the age of five, getting a strong foundation in Early Years education is crucial in achieving social mobility.

3.1.1 Parental Leave

A company with children and young people at its heart, PGL Beyond works to ensure that its colleagues are also supported to give their young families the best possible start. A comprehensive parental leave policy provides all PGL colleagues with up to 26 weeks of full maternity pay as part of the company’s enhanced maternity leave provision, meaning that colleagues can be an active presence in their child’s first formative year.

Many roles within PGL Beyond have flexible and hybrid working options, particularly for those who work within the company’s Support Centre teams. By offering its colleagues flexible working options wherever practical, PGL Beyond demonstrates its commitment to supporting its colleagues to achieve a more positive work/life balance. These adjustments are particularly valuable for colleagues with children, who can consequently take a more active role in their children’s lives.

3.1.2 Inspire

Launched in 2024, PGL Beyond’s partnership with Inspire, a Cheshire-based travel agency and tour operator, supports families with children to experience breaks and spend time in the outdoors.

PGL Beyond works with Inspire to provide three night breaks at PGL centres across the UK to families in receipt of a Family Fund grant. The grants are available to families on a low income or who are raising a seriously ill or disabled child or young person who requires additional support.

By targeting opportunities to visit PGL centres to families who face barriers to accessing wider experiences beyond their homes, PGL Beyond and Inspire are ensuring that they extend the opportunity to have a break and experience the outdoors to all, regardless of their financial or family circumstances.

A lack of strong foundations in Early Years is one of the major barriers to opportunity.

3.2. Goal 2: Successful School Years

Successful school years are a crucial part of not only a young person’s academic development, but also their wider personal development.The so-called attainment gap between the most and least privileged remains stubbornly high, with research prior to COVID-19 suggesting that by the time disadvantaged young people finish secondary education, the difference in learning between them and their more advantaged peers equates to 19 months.

3.2.1 Outdoor Learning

PGL Beyond is passionate about providing young people with the opportunity to learn and develop skills outside of the traditional classroom setting, with a strong emphasis on the benefits that spending time in the outdoors can offer.

Through its outdoor activity centres across the UK and France, PGL Beyond’s role as the UK’s leading outdoor education provider sees the company deliver around 290,000 outdoor activity sessions to young people each year. In addition to working with primary and secondary schools to deliver outdoor adventure and residential trips, PGL Beyond also supports Girlguiding groups, sports teams and faith groups to provide transformational outdoor learning opportunities.

Recognising that residential trips are often a milestone in a child’s life, particularly for those who have never been away from home before, PGL Beyond ensures that its outdoor residential trips are life-changing and enriching experiences for young people. The company delivers activities that are designed to promote essential life skills, such as problem solving, teamwork and independence, supporting young people to thrive and reach their full potential both in and outside of the classroom.

The high standard of outdoor education experiences PGL Beyond provides has been recognised by the Council for Learning Outside the Classroom, which has awarded the organisation its Quality Badge for all of its brands

3.2.2 Delivering the Curriculum

In addition to promoting learning experiences outside of the classroom, PGL Beyond supports teachers and schools with the delivery of the National Curriculum. NST, one of the organisations within PGL Beyond, specialises in creating educational travel experiences which focus on a specific subject area. NST is committed to providing young people with the opportunity to broaden their horizons and apply their learning beyond the traditional classroom setting by working with schools to deliver curriculum-linked trips.

Every school and child is different, and NST works closely with primary and secondary schools to ensure that their trips are tailored to the needs of each individual school. The company is mindful of each school’s specific goals when designing their tours and works hard to make sure that teachers are supported to help their students achieve their learning goals.

NST stands out as a company that prioritises educational outcomes on their tours by making available subject experts to accompany students and teachers on selected subject trips. All NST subject experts are former teachers and help to make tours more valuable educational experiences by sharing their local and subject specific knowledge, while at the same time keeping in mind the curriculum and exam specifications.

Furthermore, NST provides teachers with a range of educational resources that they can use to enhance their students’ learning before, during and after their tour. These resources are easily accessible online and are designed to promote both subject specific learning and the development of essential skills.

3.2.3 REACH Framework

Research carried out by PGL Beyond in 2022 to understand teachers’ views on outdoor learning found that teachers of all age groups overwhelmingly believe that learning outside the classroom is extremely important. Teachers who responded to the survey named benefits such as broadening horizons, providing new experiences, building relationships and developing personal skills, highlighting the importance of ensuring that as many young people as possible have the opportunity to experience outdoor education trips.

In response to the findings of this survey, PGL Beyond worked closely with teachers to develop its REACH Framework, which was designed to ensure that young people who experience educational visits provided by the PGL Beyond network trips are supported to make the most of the experience.

REACH - Relationships, Experiences, Abilities, Character, and Health and Wellbeingencompasses all of the vital life skills that young people are able to develop when experiencing an outdoor trip away from home, with the GROW! and THRIVE! elements of the programme, which focus on character and health and wellbeing respectively, both Skillsbuilder accredited. From developing skills such as teamwork, empathy, resilience and prioritising mental wellbeing, to experiencing milestones such as staying away from home for the first time, PGL Beyond’s REACH framework is leading the way in highlighting and promoting the many benefits to taking young people’s learning away from the classroom.

Whilst young people experience every element of the REACH Framework on a PGL trip, teachers are supported to focus on a particular area through a range of programmes and activities that are designed around each aspect of REACH. By allowing teachers to select activities and learning outcomes that best suit their particular cohort of students, PGL ensures that every young person can achieve positive and transformational results during their experience.

3.2.4 Skills 4 Life

As young people approach the transition from education into adulthood, the development of practical life skills and employability-focused behaviours becomes increasingly important. Research commissioned by PGL Beyond highlights growing concern among parents that many young people lack the confidence, resilience and independence required to thrive beyond formal education, with a strong appetite for more experiential and practical learning opportunities that complement academic study.

In response to this need, PGL Beyond developed Skills 4 Life, a structured, adventure-based residential programme designed to support secondary-aged young people to build the essential skills required for future education, employment and independent living, with a particular focus on resilience and workplace readiness. The programme is centred on the development of the ‘Four Cs’- Communication, Collaboration, Creativity and Critical Thinking skills that are highly valued by employers and underpin long-term personal and professional success.

Skills 4 Life combines outdoor adventure activities with targeted vocational learning, including modules focused on areas such as nutrition, financial capability, digital literacy and public speaking. Activities are adapted to promote challenge, reflection and problem-solving, allowing young people to practice these skills in real-world, supportive environments.

The programme is aligned and accredited with the Skills Builder Universal Framework and has been independently evaluated through pilot residentials delivered to vulnerable young people aged 14–17. Findings from these pilots demonstrated significant improvements in resilience, wellbeing and employability skills, including increases across all four core skill areas, alongside strong feedback from participants about increased confidence, self-belief and aspiration.

Accredited by Sheffield Hallam University, Skills 4 Life builds on PGL Beyond’s existing strengths in outdoor education while extending its impact beyond the classroom. By providing young people with the opportunity to develop transferable life skills through meaningful experiences, the programme plays an important role in supporting successful transitions from education into adulthood, particularly for those facing additional barriers or disadvantage.

3.3. Goal 3: Positive Destinations Post 16+

Every young person should have the choice to pursue higher education, employment or training upon turning 16, regardless of their background or financial circumstances.

While young people becoming the first in their family to go to university is becoming an increasingly common occurrence, there are still numerous barriers which lead people to rule out university as an option for them because of their individual circumstances.

3.3.1 Employability Skills

In a demanding and competitive job market, equipping young people with the employability skills necessary to find a job is becoming increasingly important. PGL Beyond partners with organisations across the country to support young people to enter the world of work.

Partnerships with the Liverpool FC Foundation and the Newcastle United Foundation are examples of how PGL Beyond is working in collaboration to expand its social impact and promote vital employability skills. The company’s positive impact in working with these foundations is demonstrated through real-life success stories; for example, through PGL Beyond’s work with the Newcastle United Foundation, five young people have secured jobs with PGL.

The company regularly attends jobs fairs and open days to speak directly with young people who are looking for employment, recognising the importance of providing jobseekers with accessible opportunities for direct, face-to-face contact with potential employers such as PGL Beyond. These events allow PGL Beyond to deliver advice and information on job opportunities and career progression within the company.

PGL Beyond’s work in this area has been celebrated externally, with the company named as Employer of the Year by Seetec Plus in recognition of its work to support people in finding employment.

3.3.2

The King’s Trust

PGL Beyond’s longstanding partnership with The King’s Trust has a significant focus on employability. The company works closely with The King’s Trust to tackle challenges in finding employment opportunities for young people, particularly among those who face additional barriers to finding work.

As part of its involvement with The King’s Trust, PGL Beyond has worked with the charity on two of its employability-focused programmes. The World of Work programme, which supports people to visit places of work and to develop employability skills such as interview techniques, saw PGL Beyond invite more than thirty The King’s Trust participants and employees to its PGL centre at Newby Wiske Hall to learn about career opportunities at the company.

Additionally, PGL Beyond participates in The King’s Trust’s Get Hired programme, which is designed to support those who are experiencing challenges in finding work opportunities.

PGL Beyond has supported this programme by running presentations and Q&A sessions for participants to share information and advice about the company’s job opportunities, resulting in three people interviewing and obtaining roles within the company.

3.4. Goal 4: Right Advice and Experiences

A lack of access to the right advice and experiences is one of the major barriers to opportunity. The adage that ‘you can’t be what you can’t see’ means that many people find themselves excluded from certain careers or opportunities because of their specific circumstances or a lack of experience within their families and wider communities.

Getting access to career advice and the chance to experience wider opportunities that broaden horizons is vital to ensure that people are aware of the opportunities available to them and understand the required steps to pursue a particular pathway, regardless of their previous experiences. Working out how we can consistently provide high quality careers advice, mentoring and access to work experience is a vital step in improving social mobility.

3.4.1 Widening Access to Opportunity

Both parents and teachers agree on the importance of providing children and young people with the opportunity to travel and experience the world beyond their own local area. However, for many young people, such opportunities are out of reach due to financial barriers and individual circumstances. With 70% of parents stating that the cost-of-living crisis is preventing them from travelling with their children, companies like PGL Beyond have a vital role to play in supporting young people to access opportunities to travel which empower them and create lasting memories.

Through its ten year partnership with Girlguiding, PGL places significant emphasis on ensuring that opportunities and experiences are accessible to women and girls, recently sponsoring Girlguiding’s Height Adventure Badges which can be achieved at PGL’s centres across the UK.

NST, an organisation within PGL Beyond, is leading the way on breaking down financial barriers to opportunity by introducing measures that make educational travel opportunities accessible to all students. The company works with schools in more disadvantaged areas or with limited resources to ensure that no child misses out on participating in school trips and educational opportunities because of their financial circumstances.

Furthermore, NST, like all PGL Beyond brands, recognises that students with Special Educational Needs and Disabilities (SEND) are often unable to take part in opportunities outside of the classroom because of concerns about accessibility and inclusivity. NST takes pride in working with teachers to understand the specific needs of their students so that they can ensure that their trips are accessible to as many young people as possible.

3.4.2 StudyLink

While PGL Beyond is known for its work delivering educational and outdoor trips to school pupils, the company also has a strong focus on extending the opportunity to experience locations and cultures outside of their town to university students.

StudyLink Tours is an organisation within PGL Beyond that specialises in delivering tailored, subjectlinked tours to university students. The company operates within the Southern Universities Purchasing Consortium (SUPC) and has been appointed as the number one supplier on the SUPC student travel management services framework, running close to 100 tours per year.

As with other brands within the PGL Beyond network, StudyLink is mindful of the role it has to play in ensuring that educational and travel opportunities are not out of reach for university students who are experiencing financial difficulties. StudyLink works closely with universities to ensure that students from disadvantaged backgrounds can access travel experiences which not only support their academic studies, but also allow them to broaden their horizons and experience new cultures.

StudyLink has also worked in collaboration with the Association of Colleges (AoC) to support them with travel arrangements for their pilot Turing Scheme programme. This programme provides funding for students from the North East of England, where there is a higher than average level of low socioeconomic households, to participate in study and work placements around the world.

StudyLink

works closely with universities to ensure that students from disadvantaged backgrounds can access travel experiences

3.5. Goal 5: Open Recruitment

Open opportunities and recruitment are vital so that our nation’s talent can make the most of its potential. Businesses have an important role to play in ensuring that opportunities are open to people of all backgrounds through transparent and open recruitment practices.

3.5.1

Recruitment

PGL Beyond’s positive and welcoming workplace culture is evident through the fact that 50% of employees in its activity centres are returning members of staff from the previous year. The remaining roles are recruited by the company’s Resourcing Department, which follows a comprehensive, fair and accessible process to ensure that the best possible candidates are recruited.

Ensuring that the application process for PGL Beyond roles is accessible to all is a major focus of the company’s Resourcing Department. All roles within the company are advertised online so that they are visible to as broad a range of candidates as possible, as well as to those already employed by the company who wish to progress further. An online application process is used to promote greater accessibility, while internal candidates also have the option to apply for PGL Beyond roles via the company’s internal portal.

Candidates who have additional needs or who require reasonable adjustments are also supported by PGL Beyond throughout the application process. The company provides reasonable adjustments such as early access to interview questions or additional time for assessments to make sure that any potential barriers to opportunity are removed, so that every candidate has a fair and accessible experience.

PGL Beyond demonstrates the trust and value it has for its colleagues through its Recommend a Friend scheme. Employees are encouraged to put forward friends who they believe would be a valuable addition to PGL Beyond through the scheme, offering a £300 bonus to colleagues who recommend a successful candidate.

Recognising the importance of extending employment opportunities to people from all backgrounds, PGL Beyond has introduced new r oles within the company that do not require any previous experience. These roles offer employees the opportunity to work in a range of roles throughout the company, providing valuable insight into roles across the business and routes to career progression at PGL Beyond.

3.5.2 Placements

Work placements embedded into higher education studies are a valuable route to gaining employment experience while pursuing a university qualification. PGL Beyond’s centres and offices are home to employees with a wide range of skills and experiences which they share with a number of student placements each year.

Offering work placements to students throughout the summer for a minimum of eight weeks, PGL Beyond is well placed to support students studying subjects such as outdoor activities, sports, hospitality, catering, Field Studies or French. Through its PGL activity centres across the UK, students have the opportunity to gain on-the-job skills and apply their university studies to a real-world setting. In this way, PGL is extending its work to support the development and potential of young people by helping to shape the next generation of our workforce.

3.6. Goal 6: Fair Career Progression

The chance to keep developing once in work and to progress in a career is essential not only to increase an individual’s earnings, but to ensure that they continue to feel challenged and able to learn.

PGL Beyond recognises the importance of supporting its colleagues with both their professional development and mental wellbeing in order to ensure that every member of its community can thrive and achieve their full potential.

3.6.1 Onboarding

A good onboarding process is essential in setting up colleagues to thrive and succeed in their new roles. PGL Beyond takes on new members of staff in its activity centres and offices each year and has in place a comprehensive induction process designed to support its employees at the beginning of their time with the company.

PGL Beyond’s Foundation Programme is completed by all new members of staff at the start of their employment. This induction programme is tailored to specific job roles and includes regular observations, feedback and reviews which aim to support new colleagues to perform their role to the highest standard.

New colleagues also gain a role-specific qualification as part of their onboarding process, completing a QCF Level 2 Certificate in either ‘Working in the Outdoors’ or ‘Hospitality and Operational Support’. PGL’s in-depth induction programme has been recognised by the Hospitality Guild, awarding the company’s Foundation Programme with a Quality Mark.

3.6.2 Professional Development

PGL Beyond recognises the importance of investing in its colleagues, both to ensure that the service the company offers is of the highest standard and to support colleagues’ career progression.

The company places a strong emphasis on professional development and encourages its colleagues to make the most of training opportunities that will support them to maintain their knowledge and learn new skills. For example, every PGL colleague is given the opportunity to participate in a Staff Development Scheme, which provides job-specific training in areas such as customer service, activity leadership, hospitality and management. PGL colleagues are also encouraged to take a number of National Governing Body training courses, allowing colleagues to gain new qualifications that will support their career progression both within PGL, the wider PGL Beyond network and outside of the company.

Colleagues who wish to progress into leadership roles are supported by the company through the provision of leadership development programmes, providing the foundations to allow employees to make the next step in their career progression.

In addition to providing professional development and training opportunities, PGL Beyond further supports its employees’ career progression through its Career Pathways Framework. This document, which is accessible to all colleagues, clearly sets out the routes to progression within the company, as well as the expectations and behaviours employees are expected to demonstrate in their role.

Mentoring is promoted within PGL Beyond, with the company highlighting the importance of receiving good advice and feedback for professional development. Colleagues are given the opportunity to be assigned a mentor who can work with them to design a personalised professional development plan and identify targets, in addition to providing advice and support as they aim to progress through the company.

3.7. Goal 7: Widening Access to Savings and Credit

However talented a person is, being trapped in debt or being unable to access capital can massively hinder access to opportunity. Whether it’s being able to afford day to day essentials and housing or putting money aside to have a decent retirement, managing money and getting good advice can make all the difference in people being able to make the most of their potential.

3.7.1 Breaking Down Financial Barriers to Opportunity

There is significant consensus amongst educators about the importance of providing young people with a wide range of experiences and settings in which they contextualise their learning and develop essential skills. PGL Beyond is acutely aware of the role they have to play as a company in ensuring that the educational and outdoor experiences they offer are not out of reach of young people from more disadvantaged socioeconomic backgrounds.

In order to ensure that the company is able to provide targeted support that has an impact on breaking down financial barriers to participating in extra-curricular trips and experiences, PGL Beyond has conducted extensive research into how schools in disadvantaged areas or with high levels of Pupil Premium use their funding to deliver wider experiences to their pupils. This research has shown that although the majority of teachers consider learning outside the classroom to be very important, schools with higher levels of Pupil Premium experience challenges in providing school trips for their pupils due to the need to focus funding on other areas of priority.

PGL Beyond has introduced several financial support measures designed to facilitate participation in school trips for schools in more disadvantaged areas that are all too often missing out on these opportunities.

The PGL Bursary was introduced in 2004 to support families struggling to pay for PGL trips and tours, however in recognition of the fact that there is still much more do be done in ensuring young people from all backgrounds have equal access to opportunities and experiences, PGL Beyond has recently taken its work in this area further with the introduction of the Breakthrough Fund.

The PGL Breakthrough Fund provides a range of financial support measures designed to assist schools with higher levels of Pupil Premium to deliver wider experiences for their pupils. Using its research on participation to inform its policies, PGL is supporting thousands of young people from the lowest socioeconomic backgrounds across the UK to experience life-changing residential trips by offering subsidised or free outdoor trips. The Breakthrough Fund measures, which have received positive feedback from teachers in primary and secondary settings, include funding 50% of the total cost of a PGL trip for schools with high levels of Pupil Premium and providing 30 free residential trips each year to primary schools in more disadvantaged areas.

To date, 17,086 pupils have benefited from PGL’s Breakthrough Fund, with £2.2m of funding, supporting 375 schools and 540 free experiences provided to young people who would otherwise have faced barriers to participating in these wider enrichment activities.

A number of additional financial support offers to make trips more financially accessible are available to schools when organising outdoor trips with PGL, including early booking discounts, a loyalty reward scheme and the option to make joint bookings with other schools to reduce costs.

3.7.2 Colleague Benefits

PGL Beyond leads by example in supporting its employees through the cost of living crisis, with many households across the country facing significant financial burden. Through a range of financial benefits available to employees across the country, PGL Beyond is playing its part in reducing stress around managing finances for its colleagues.

All PGL Beyond employees are paid the real Living Wage or more, meaning that all colleagues receive a salary that enables them to afford to meet their everyday needs. Age-related pay has also been eliminated across the company. PGL Beyond also contributes to its employees’ pension funds so that members of staff can feel assured that they are wellprepared to plan for their financial futures.

Colleagues working at PGL’s outdoor centres have the option to live on-site, receiving subsidised accommodation and meals to ease concerns around living and commuting costs. A salary sacrifice cycle to

work scheme is also in place to support smarter commuting choices. Colleagues with children are supported to return to or remain in work through the provision of childcare vouchers designed to ensure that childcare costs do not act as a barrier for parents to remain in the workplace.

PGL Beyond further supports its colleagues financially through its partnership with Prosper, which offers discounts at a wide range of major high street stores and retailers.

In addition to providing colleagues with a range of financial savings, PGL Beyond also supports its colleagues to develop vital financial management skills that will help them to feel secure when managing their money. All colleagues are able to access Salary Finance, a free platform that shares advice on budgeting and money management, which they can confidently apply to their own lives and financial situations.

3.8. Goal 8: Good Health and Wellbeing

Health and wellbeing inequalities lie at the heart of levelling up and improving social mobility, with a lack of good health one of the major barriers to opportunity. Good health and wellbeing are often a precursor to a person being in a position to make the most of their talents.

The statistics on diverging life expectancy and the health inequalities in our country give a clear sense of how communities even living side by side can have very different outcomes if health and wellbeing is not treated as a priority.

3.8.1

Child Wellbeing

The benefits of spending time outdoors are widely acknowledged. PGL Beyond takes pride in the outdoor experiences it delivers to children and young people across the UK who visit PGL’s activity centres, who are able to benefit from learning new skills, building selfconfidence and independence and forming stronger relationships with their peers. In addition to this, with PGL Beyond’s tours companies providing opportunities to visit over 100 global destinations, there are plenty of ways to show a wider view of the world.

Physical activity is an essential aspect of good health and wellbeing. PGL delivers a range of activities at its outdoor centres which aim to show young people that physical activity can be fun and to empower them to incorporate exercise into their day-to-day lives.

Mental health and anxiety are becoming increasingly widespread in young people and PGL places a strong emphasis on the positive contribution its outdoor activity centres can make to a young person’s wellbeing.

PGL’s THRIVE! programme is specially designed to deliver wellbeing-focused trips that promote positive mental health among secondary school students. THRIVE! supports young people to manage their mental health and anxiety through a tailored programme of activities around wellbeing, resilience and healthy lifestyle choices. For example, students can participate in yoga, meditation, and mindfulness sessions, providing them with the opportunity to develop stress-management skills and techniques that they can apply to their own lives.

Furthermore, the company works closely with organisations to promote exercise and physical activity among young people. For example, PGL’s work with the Youth Sport Trust and the Department for Education to create the Learning Outside the Classroom Manifesto aims to have a positive impact on achieving greater health outcomes and lifestyles in younger generations.

PGL’s THRIVE! programme is specially designed to deliver wellbeing-focused trips that promote positive mental health among secondary school students.

3.8.2 Health and Safety

Ensuring that its activity centres and educational tours have the highest standards of health and safety is an essential aspect of PGL Beyond’s work. The company works diligently to make sure that educators and parents have confidence and the peace of mind that their children will be safe and cared for while away from home.

PGL Beyond’s excellence on health and safety is demonstrated through the fact that the company is the first outdoor education provider to be judged compliant with the British Standards Institute PAS 522 - Safeguarding children in out of school settings. A comprehensive safeguarding policy clearly sets out the ways in which PGL Beyond ensures that the health and safety of its trips is maintained at all times, while the introduction of the In Safe Hands pillars, covering areas such as PGL Beyond’s spaces, people, and travel, embeds health and safety into the company’s ethos.

Recognising that health and safety can be daunting for teachers when taking young people away from home on school trips, PGL Beyond provides a number of measures designed to support teachers through the risk assessment process. All teachers are given access to the company’s risk assessment guide, which sets out advice on managing health and safety when travelling with groups, while the My Tour Manager tool for Tours provides educators with risk assessment templates to facilitate this process. For educational tours, teachers also have the opportunity to visit and stay in the accommodation ahead of time so that they can assess the venue for health and safety issues in person.

3.8.3 Employee Wellbeing

Supporting the mental health and wellbeing of its colleagues so that they can thrive both in and outside of the workplace is a priority for PGL Beyond.

There is a positive and friendly workplace culture within PGL’s activity centres and PGL Beyond offices, and colleagues are supported to focus on their mental health and wellbeing through a number of measures and initiatives. For example, regular mental health first aid training is available to all colleagues, ensuring that employees are wellequipped to support both their own mental health and that of their colleagues. Charity and volunteer work is actively promoted within PGL Beyond’s offices, helping to promote a positive environment in which colleagues can take pride in the positive social impact their actions are having on the people and communities around them. This is further embedded through the provision of 20 hours of volunteering time per year for every full-time colleague to support youth causes.

PGL Beyond’s partnership with Prosper, which offers colleagues discounts at a number of retailers, also includes the company’s Wellbeing Hub which provides colleagues with advice and information on a range of mental health and wellbeing-related topics. By ensuring that colleagues have access to the right advice and support on mental health, PGL Beyond is supporting its colleagues to take proactive steps to ensure that they take care of their own mental wellbeing.

Charity and volunteer work is actively promoted within PGL

Colleagues within the company are supported to have a positive work-life balance through flexible and hybrid working measures. The introduction of an annual leave purchase scheme further demonstrates PGL Beyond’s commitment to helping its team to focus on their wellbeing and prioritise their family and wider responsibilities away from the workplace.

homes & sustainable communities

3.12. Goal 12: Place: Building Sustainable Communities

Communities that are safe, with a good quality of life and homes that people can afford, are communities that are sustainable in the long run. Communities that aren’t risk losing their talent and driving away the very opportunities from business investment that could transform their futures.

Place-based approaches are essential, both from the government and from businesses, to break down barriers to opportunity within local communities.

PGL Beyond has a particular focus on initiatives which support children and young people and encourages its colleagues to seek out opportunities to further the company’s impact in this area.

3.12.1 Community Engagement

PGL Beyond undoubtedly makes a profound contribution to the lives of the young people who experience their trips and tours. However, the company works hard to expand the reach of its social impact into its local communities by fostering a culture of volunteering and charity work within PGL Beyond’s centres and offices.

PGL Beyond colleagues across all areas of the business are encouraged to take an active role in their local communities through volunteering. The company promotes volunteering by providing every colleague with 20 hours of paid volunteering leave annually. PGL Beyond has a particular focus on initiatives which support children and young

people and encourages its colleagues to seek out opportunities to further the company’s impact in this area.

The scheme known as REACHOUT has been in existence since 2023, actively encourages colleagues to build connections in the community and to support causes that mean something to them. This has resulted in PGL colleagues volunteering across a range of locations and activities such as packing donations at food banks, supporting gardening projects at nearby schools or cleaning up public areas in the local community. All of which have received brilliant feedback from the good causes and built a sense of pride an achievement with colleagues who participated

3.13. Goal 13: Harness the Energy Transition

The transition to a net-zero version of Britain is a unique opportunity to see new careers and roles but in the very places where they can make the most difference to equality of opportunity and social mobility.

Investment in the green economy is already bringing brand new opportunities to areas across the country and it is crucial that the transition is equitable for people and communities everywhere.

3.13.1 Carbon Emissions

With facilitating travel experiences to destinations around the world, PGL Beyond is mindful of its responsibility to reduce the environmental impact of its work as much as possible. The company’s Better Beyond Adventure strategy sets out its environmental goals and commitments and ensures that caring for its sites and the planet is embedded into the heart of its company ethos.

In order to ensure that the company fully understands the environmental impact of its work, PGL Beyond has consulted with specialists within the sector to establish

its baseline carbon emissions figures. Reducing its carbon footprint is a priority for PGL Beyond and the company has made significant progress in implementing business-wide changes to reduce its carbon footprint; since January 2023, 100% of PGL Beyond’s UK electricity has come from renewable energy sources.

The introduction of a green energy investment plan has transformed the way in which PGL Beyond uses technology to reduce its carbon emissions. Recent works include LED lighting and remote metering to manage electricity usage, both of which have made positive contributions to the company’s climate goals, with the introduction of LED lighting in PGL Beyond’s support centre in Blackpool reducing energy consumption by 19%.

PGL Beyond is also supporting external partners to become more climate conscious. The company works closely with its suppliers and customers to ensure that their climate goals align with PGL Beyond’s, whilst StudyLink has joined the NET Positive Supplier Engagement tool to embed sustainability into its procurement process.

3.13.2 Sustainability

Sustainability and environmental issues are embedded within the workplace culture at PGL Beyond’s centres and offices. The company actively encourages its colleagues to be mindful of the role they have to play in supporting the business to work towards its environmental goals.

Actions that PGL Beyond is taking to reduce the environmental impact of its day-to-day work include the introduction of a recycling scheme at its Head Office and some centres, which involves recycling paper, cans, plastics, and glass. This resulted in 331.19 tonnes of waste recycled by PGL Beyond in 2023.

Commuting into the workplace is an area on which businesses across the UK should work to reduce their environmental impact. PGL Beyond has recognised this opportunity, introducing ULEV and EV chargers at its support centres to support colleagues to use more environmentally friendly vehicles.

Furthermore, colleagues at PGL Beyond’s centres and offices are provided with energy-saving guidelines to encourage them to incorporate small changes that will have a positive impact on their carbon footprint both in and outside of the workplace. These measures include turning off lights and machinery and being mindful of water usage.

3.13.3 Rewilding

Every member of the PGL Beyond community is passionate about the outdoors and the company takes seriously its responsibility to care for the areas in which their centres are situated.

PGL Beyond has set itself an ambitious target to protect 15% of land on its sites for rewilding projects. In 2023, the business had already handed back a total area of 503,648 sqm to rewilding. That’s the equivalent of 70 football pitches!

Marchants Hill, a PGL centre in Surrey, is leading by example in this area by creating safe spaces for wildlife, such as bird boxes and hedgehog homes. PGL Beyond sites across the country have also adopted a reduced mowing cycle with the aim of preserving habitats for wildlife in the areas around them.

3.13.4 Supporting Customers

Climate change is frequently cited as a matter that is important to younger generations. PGL Beyond understands that many schools, universities and young people care about the environmental impact of their actions, including through travel, and is working innovatively to lead by example through sustainable travel.

Schools, universities and educators who book with StudyLink are provided with a comprehensive report on the environmental impact of their planned trips. This report includes information on aspects including transport and accommodation so that educators can gain a greater understanding of how their trip aligns with their institution’s own environmental policies.

PGL Beyond works closely with its customers to identify ways in which they can reduce this impact. For example, in 2023 the company worked with Cardiff University to organise a flight-free trip for students to Copenhagen.

StudyLink, the branch of PGL Beyond which specialises in educational trips for university students, further supports the organisation’s work in this area through its partnership with the Environmental Association for Universities and Colleges.

Climate change is frequently cited as a matter that is important to younger generations.

3.14. Goal 14: Opportunity for All: Everyone Everywhere

Creating a level playing field of opportunity for all.

Diversity extends beyond gender and ethnicity to sexuality, disability and other challenges that can lead to disadvantage. When we look across the leadership roles in business, the judiciary, government, politics and education, there is a continued skew towards those from the most privileged backgrounds. Britain will not succeed unless and until its leadership roles, wherever they are found in our society, better reflect the wider society at large.

3.14.1

Diverse Workforce

Diversity and inclusivity are embedded into PGL Beyond’s company values. Creating a workplace environment in which every person is respected and treated fairly is a strong priority for the company, which aims to ensure that PGL Beyond is a business in which every colleague can succeed, regardless of their individual background or circumstances.

This mission is at the forefront of PGL Beyond’s recruitment processes. PGL Beyond is committed to making reasonable adjustments that ensure that its roles and workplaces are accessible to all and that no one faces barriers to becoming a PGL Beyond colleague because of disabilities or individual needs.

To further strengthen its understanding of colleague experience and inclusion, PGL Beyond conducted its first Equality, Diversity and Inclusion (EDI) survey in 2024. The findings from this survey have directly informed action across the business, including the establishment of Employee Resource Groups. These groups provide structured forums for colleagues to share lived experiences, support one another, and contribute to ongoing improvements in workplace culture and policy.

PGL Beyond is proud of the diversity of its employees with regards to gender. In the most figures for 2023, 50.6% of PGL Beyond colleagues were male and 49.4% were female. This equality of opportunity by gender is further demonstrated through the company’s Gender Pay Gap, which in 2023 was 0.1%, compared with the Office for National Statistics figure of 0.15%.

Data and measurement are used effectively by PGL Beyond to support its understanding of its employees’ career progression. Data collected by the company shows that there is relative parity in the numbers of male and female colleagues reaching senior roles within the business, demonstrating how PGL Beyond is leading by example in promoting a company culture in which everyone has the opportunity to progress.

3.14.2 Inclusive Travel Opportunities

With providing opportunities for young people to travel and have experiences beyond their own towns the driving force behind PGL Beyond’s work, it is vital that no child is prevented from participating in these opportunities because of their background, culture or disability. PGL Beyond works closely with schools, universities and educators to tailor their tours to the individual needs of each child to provide an accessible and inclusive travel experience.

People with disabilities often experience numerous barriers to travel. PGL Beyond offers Health, Support or Charity residential trips that feature a range of adjustments to ensure that young people with disabilities and SEND needs can access the same travel and extra-curricular opportunities as their peers. For example, accessible activities, disability-friendly accommodation and coaches that are wheelchairadaptable can all be provided where necessary. PGL Beyond also provides discounted rates for a personal carer for any disabled participant who requires one.

Further examples of adjustments that can be made to facilitate participation on trips for young people of diverse backgrounds include meeting cultural or religious dietary requirements and providing spaces for prayer.

Working in Partnership

3.15. Goal 15: Working in Partnership

Only by organisations working in partnership can potential truly be recognised and opportunity boosted.

By fostering strategic alliances with unions and citizens assemblies, organisations can harness diverse talent and perspectives, and ensure their initiatives are grounded in the needs of real-world communities.

3.15.1 Industry Partnerships

Working in partnership with other industry bodies provides PGL Beyond with the opportunity to further enhance its offering to schools and educators and widen its social impact.

PGL Beyond works actively as a member of or in partnership with the following industry organisations:

• Learning Outside the Classroom- PGL Beyond’s centres are all recipients of the Learning Outside the Classroom Quality Badge, providing external validation of the high quality of outdoor learning provision and experiences offered by PGL Beyond.

• The Institute for Outdoor Learning (IOL)partnership with the IOL affirms PGL Beyond’s commitment to delivering transformational outdoor learning experiences that will support young people to develop essential skills.

• The British Activity Providers Association (BAPA) - a founding member of BAPA, PGL Beyond recognises the value of collaboration with other outdoor activity providers to share best practice and deliver the highest standards in outdoor trips and experiences.

3.15.2 Colleague Voice

PGL Beyond’s colleagues are central in driving the company’s mission to widen young people’s horizons through travel and outdoor experiences. Employee feedback is consequently greatly valued by PGL Beyond, which runs regular engagement initiatives to ensure that the suggestions and feedback of its employees are heard and acknowledged.

A monthly colleague survey, PGL Engage, provides colleagues with a way of raising their views anonymously, with 75,801 comments in 2023 demonstrating the proactive steps PGL Beyond employees are taking to engage with the company and their work.

PGL Beyond also facilitates dialogue between its CEO, Anthony Jones, and its colleagues through the Ask Anthony email inbox, designed to provide colleagues with a route to raising their views and concerns at the highest level of the company. Ask Anthony listening sessions providing face-to-face contact with Anthony are also held throughout the year, with 12 sessions attended by 144 colleagues in 2023. Changes to the PGL uniform and colleague food menus have resulted from these listening sessions, showcasing PGL Beyond’s willingness to listen to and act on its colleagues’ views and experiences.

4. Analysis

PGL Beyond’s commitment to using its position as both an employer and a presence within the education sector as a force for good is evident. As this Breaking Down Barriers report clearly demonstrates, the company’s dedication to its guests, colleagues and local communities is delivering positive social change.

4.1 Guests

Providing transformational outdoor and curriculumlinked trips for school and university students is at the heart of PGL Beyond’s work. By working closely with teachers and education professionals to deliver tailored trips that lead to high-quality learning experiences, for example through the specially designed REACH framework, PGL Beyond is leading by example in the drive to ensure that every child has the opportunityto widen their horizons and learn vital life skills during their formative years.

PGL Beyond’s work to provide targeted support to enable schools and pupils from lower socioeconomic backgrounds to access out-of-classroom opportunities is instrumental in breaking down financial barriers to accessing life-changing opportunities and experiences. The company demonstrates a willingness to listen to the feedback and ideas of educators to ensure that they can provide support to widen access to opportunity that will have real, on-the-ground impact on the young people that need it most.

Through the provision of outdoor activities and residential trips, PGL Beyond demonstrates a strong understanding of the need to promote good health and wellbeing from an early age. The company’s THRIVE! programme prioritises supporting young people to understand the importance of looking after their health through physical activity, resilience and spending time outdoors, providing them with a healthy foundation to maintain throughout their lives.

4.2 Colleagues

PGL Beyond’s colleagues, whether in its support centres or based at activity centres across the UK, are at the centre of the company’s work.

Colleagues are comprehensively supported with their professional development and personal wellbeing, with PGL Beyond excelling at creating a diverse and inclusive company culture in which every member of the workplace can thrive.

Colleagues across PGL Beyond’s offices and centres are supported by the company to achieve their career goals through a wide range of professional development opportunities and leadership programmes. By investing in the development of its colleagues through training provision and mentoring schemes, PGL Beyond demonstrates its strengths as an employer that is mindful of the needs of its people.

Beyond’s duty of care towards its colleagues is also notable. In addition to mental health initiatives and flexible and hybrid working options designed to promote a positive work/life balance, the company’s exceptional colleague voice initiatives provide a blueprint that can be replicated across other businesses in the sector and beyond to create avenues that foster colleague engagement.

4.3 Communities

With activity centres based in locations across the UK, PGL Beyond takes seriously its responsibility to being a positive presence in the communities in which the company is based. In addition to its comprehensive sustainability commitments that commit to looking after its local sites and environments, PGL Beyond actively participates in a wide range of charity and volunteering work that has a positive impact on the people in its local communities.

Through its participation in projects focused on employability skills, PGL Beyond has supported a number of young people facing barriers to employment in finding full-time roles.

Partnership with charities and foundations to create meaningful change in the lives of people across the UK is a central aspect of PGL Beyond’s work to drive forward positive social impact. For example, through its participation in projects focused on employability skills, PGL Beyond has supported a number of young people facing barriers to employment in finding full-time roles.

Key Community Opportunity Barriers

Place-based data assessment

At the heart of our work is a commitment to understanding the unique challenges faced by communities. To achieve this, we use the Indices of Multiple Deprivation (IMD) as the foundation for our place-based data assessments.

The IMD provides a comprehensive and reliable measure of deprivation, helping us identify areas where barriers to opportunity are most pronounced.

By analysing the data across the IMDs seven domains, we gain valuable insights into the factors affecting income, employment, education, health, housing, and more.

This data-driven approach ensures that our strategies are focused, equitable, and impactful, enabling us to address deprivation effectively and support communities where it’s needed most.

Understanding the Indices of Multiple Deprivation (IMD)

The Indices of Multiple Deprivation (IMD) are a set of measures used to understand deprivation in local communities. They help identify areas where people face challenges like low income, poor health, or limited access to education and services.

The IMD is made up of seven ‘domains’, or areas of life, that affect people’s well-being. It is a tool used by governments, charities, and other organisations to decide where to focus their help.

What do the IMDs measure?

The IMD looks at seven key domains, each showing a different kind of deprivation. Here’s what they measure and examples of challenges in each area:

Income: measures the number of people with very low incomes, including those who struggle to pay for basics like food and housing.

Purpose Goal Alignment: 7, 9

Employment: measures how many people of working age are out of work due to unemployment, health problems, or other reasons they can’t control.

Purpose Goal Alignment: 4, 5, 6, 8, 9, 13

Education, skills and training: focuses on low school results, limited qualifications, and a lack of learning of training opportunities for adults.

Purpose Goal Alignment: 1, 2, 3, 4, 10, 13

Health deprivation and disability: checks how poor physical and mental health, or a higher chance of dying early, affects people’s lives in an area.

Purpose Goal Alignment: 4, 12

Crime: measures how often people and property are affected by crime like violence, theft, or vandalism in the community.

Purpose Goal Alignment: 12

Barriers to housing and services: looks at how hard it is for people to afford housing or access important services like shops, schools, or doctors.

Purpose Goal Alignment: 10, 11, 12

Living environment: assesses the quality of homes and the local area, including housing conditions, air quality, and road safety.

Purpose Goal Alignment: 12

There is also an ‘overall’ measures, which combines the information from all seven domains to give a complete picture of how deprived and area is compared to others. This broadly aligns with Purpose Goal 14.

How can my organisation make a difference?

Because the IMD measures specific aspects of deprivation and their outcomes, they make it easier for organisations to design targeted policies and programmes to improve people’s lives. By focusing on each of the seven domains, organisations can address the underlying issues that contribute to deprivation and create meaningful, lasting change.

Below are some practical steps organisations could take to make a difference in each domain:

1. Income: organisations can provide financial advice, such as budgeting workshops, or offer emergency support like food banks or grants for low-income families. These actions help alleviate the immediate effects of income deprivation and support long-term financial stability.

2. Employment: initiatives like job training, apprenticeships, and work experience schemes can help people gain the skills and confidence needed to enter the job market. For those unable to work due to health issues, organisations can assist with accessing disability benefits or finding flexible employment options.

3. Education, Skills, and Training: to improve education outcomes, organisations can fund tutoring programmes for children, run homework clubs, or offer adult learning classes. Helping people gain new skills or qualifications can open doors to better job opportunities and financial independence.

4. Health Deprivation and Disability: promoting health and well-being through community fitness classes, health checks, and mental health support groups can make a big impact. Organisations could also run campaigns to raise awareness about healthy lifestyles or improve access to local healthcare services.

5. Crime: To reduce crime, organisations can work with local authorities to create safe spaces for young people, set up mentoring schemes, or launch neighbourhood watch programmes. These efforts help foster safer, more connected communities.

6. Barriers to Housing and Services: organisations can advocate for better public transport, build affordable housing, or partner with local councils to improve access to essential services like schools and GP surgeries. Such efforts can make daily life more manageable for those in remote or underserved areas.

7. Living Environment: improving the local environment can have a direct impact on quality of life. Organisations can lead community cleanups, plant trees, or work with housing providers to fix poor living conditions. Projects to reduce air pollution or improve road safety are also effective ways to enhance the overall environment.

To reduce crime, organisations can work with local authorities to create safe spaces for young people, set up mentoring schemes, or launch neighbourhood watch programmes.

Conclusion

The IMD is a powerful tool for understanding and tackling deprivation. By focusing on the areas that need help the most, organisations can make a real difference. Whether it’s helping children succeed in school, improving housing, or supporting mental health, small actions can lead to big changes in the lives of people facing deprivation.

We define communities as meaning Lower Super Output Areas, a type of statistical geography comprising between 400 and 1,200 households that usually have a resident population of between 1,000 and 3,000 persons.

Note re. Scotland, Wales, and Northern Ireland

The collection of data and creation of the Indices of Multiple Deprivation is a devolved matter. This means that each of the Scottish and Welsh governments and the Northern Ireland Executive are responsible for creating their own individual versions of the Index. While all four indices aim to measure deprivation, differences in methodologies, domains, weightings, geography levels, production dates and data sources mean that they are not directly comparable.

This reflects the different policy priorities, demographic distributions, and geographical contexts. For instance, health indicators might consider different metric, and housing assessments may vary based on regionspecific factors like tenancy models or housing stock age. These differences mean that the indices are tailored to the specific challenges of each country but cannot be combined to create a unified, UK-wide measure. They are also only available on a low level geography basis and cannot be scaled up to Local Authority level like the English indices can be.

We still display IMD data for Scotland, Wales, and Northern Ireland alongside the English version in our reports. But please take note of the above when considering it.

We

define communities as meaning Lower Super Output Areas, a type of statistical geography comprising between 400 and 1,200 households that usually have a resident population of between 1,000 and 3,000 persons.

Please note that although there are 317 local authorities in England, ranks are not always out 317. This is because some local authorities contain none of the most deprived communities, meaning there are tied results in the least deprived local authorities.

Dorset Council | Local Authority District Code: E06000059

The below tables offer a summary of the domains of deprivation in Dorset. Each community within Dorset has been individually scored in the below domains of deprivation. The scores have been averaged, after weighting for population, and then ranked. A lower rank means the area is more deprived. For instance, the most deprived local authority in England using this methodology is Blackpool, with a rank of 1.

Overall, we can say that 2.74% of Dorset’s communities fall within the most deprived 10% of communities nationally, making it rank 150/195 local authorities in England. We also use a weighted sliding scale that considers the most deprived 30% of areas nationally, in order to provide a clearer picture of deprivation across Dorset. Using this measure, we can see that 5.00% of Dorset’s population live within the most deprived 30% of communities, making it rank 197/295.

East Suffolk Council | Local Authority District Code: E07000244

The below tables offer a summary of the domains of deprivation in East Suffolk. Each community within East Suffolk has been individually scored in the below domains of deprivation. The scores have been averaged, after weighting for population, and then ranked. A lower rank means the area is more deprived. For instance, the most deprived local authority in England using this methodology is Blackpool, with a rank of 1.

Overall, we can say that 6.85% of East Suffolk’s communities fall within the most deprived 10% of communities nationally, making it rank 106/195 local authorities in England. We also use a weighted sliding scale that considers the most deprived 30% of areas nationally, in order to provide a clearer picture of deprivation across East Suffolk. Using this measure, we can see that 12.38% of East Suffolk’s population live within the most deprived 30% of communities, making it rank 143/295.

Hambleton Council | Local Authority District Code: E07000164

The below tables offer a summary of the domains of deprivation in Hambleton. Each community within Hambleton has been individually scored in the below domains of deprivation. The scores have been averaged, after weighting for population, and then ranked. A lower rank means the area is more deprived. For instance, the most deprived local authority in England using this methodology is Blackpool, with a rank of 1.

Overall, we can say that 0.00% of Hambleton’s communities fall within the most deprived 10% of communities nationally, making it rank 195/195 local authorities in England. We also use a weighted sliding scale that considers the most deprived 30% of areas nationally, in order to provide a clearer picture of deprivation across Hambleton. Using this measure, we can see that 0.50% of Hambleton’s population live within the most deprived 30% of communities, making it rank 279/295.

Percentage of LSOAs in the most deprived 10% nationally Area

out of 317

Rank out of 317 (higher is less deprived)

Rank of percentage of LSOAs in most deprived 10% nationally

Hambleton

Shropshire Council | Local Authority District Code: E06000051

The below tables offer a summary of the domains of deprivation in Shropshire. Each community within Shropshire has been individually scored in the below domains of deprivation. The scores have been averaged, after weighting for population, and then ranked. A lower rank means the area is more deprived. For instance, the most deprived local authority in England using this methodology is Blackpool, with a rank of 1.

Overall, we can say that 1.04% of Shropshire’s communities fall within the most deprived 10% of communities nationally, making it rank 181/195 local authorities in England. We also use a weighted sliding scale that considers the most deprived 30% of areas nationally, in order to provide a clearer picture of deprivation across Shropshire. Using this measure, we can see that 4.26% of Shropshire’s population live within the most deprived 30% of communities, making it rank 204/295.

Shropshire

Rank out of 317 (higher is less deprived)

Swindon Council | Local Authority District Code: E06000030

The below tables offer a summary of the domains of deprivation in Swindon. Each community within Swindon has been individually scored in the below domains of deprivation. The scores have been averaged, after weighting for population, and then ranked. A lower rank means the area is more deprived. For instance, the most deprived local authority in England using this methodology is Blackpool, with a rank of 1.

Overall, we can say that 9.09% of Swindon’s communities fall within the most deprived 10% of communities nationally, making it rank 86/195 local authorities in England. We also use a weighted sliding scale that considers the most deprived 30% of areas nationally, in order to provide a clearer picture of deprivation across Swindon. Using this measure, we can see that 15.66% of Swindon’s population live within the most deprived 30% of communities, making it rank 134/295.

Waverley Council | Local Authority District Code: E07000216

The below tables offer a summary of the domains of deprivation in Waverley. Each community within Waverley has been individually scored in the below domains of deprivation. The scores have been averaged, after weighting for population, and then ranked. A lower rank means the area is more deprived. For instance, the most deprived local authority in England using this methodology is Blackpool, with a rank of 1.

Overall, we can say that 0.00% of Waverley’s communities fall within the most deprived 10% of communities nationally, making it rank joint 195/195 local authorities in England. We also use a weighted sliding scale that considers the most deprived 30% of areas nationally, in order to provide a clearer picture of deprivation across Waverley. Using this measure, we can see that 0.27% of Waverley’s population live within the most deprived 30% of communities, making it rank 282/295.

Wealden Council | Local Authority District Code: E07000065

The below tables offer a summary of the domains of deprivation in Wealden. Each community within Wealden has been individually scored in the below domains of deprivation. The scores have been averaged, after weighting for population, and then ranked. A lower rank means the area is more deprived. For instance, the most deprived local authority in England using this methodology is Blackpool, with a rank of 1.

Overall, we can say that 0.00% of Wealden’s communities fall within the most deprived 10% of communities nationally, making it rank 195/195 local authorities in England. We also use a weighted sliding scale that considers the most deprived 30% of areas nationally, in order to provide a clearer picture of deprivation across Wealden. Using this measure, we can see that 2.48% of Wealden’s population live within the most deprived 30% of communities, making it rank 233/295.

Wyre Council | Local Authority District Code: E07000128

The below tables offer a summary of the domains of deprivation in Wyre. Each community within Wyre has been individually scored in the below domains of deprivation. The scores have been averaged, after weighting for population, and then ranked. A lower rank means the area is more deprived. For instance, the most deprived local authority in England using this methodology is Blackpool, with a rank of 1.

Overall, we can say that 14.49% of Wyre’s communities fall within the most deprived 10% of communities nationally, making it rank 63/195 local authorities in England. We also use a weighted sliding scale that considers the most deprived 30% of areas nationally, in order to provide a clearer picture of deprivation across Wyre. Using this measure, we can see that 15.86% of Wyre’s population live within the most deprived 30% of communities, making it rank 132/295.

North Norfolk Council | Local Authority District Code: E07000147

The below tables offer a summary of the domains of deprivation in North Norfolk. Each community within North Norfolk has been individually scored in the below domains of deprivation. The scores have been averaged, after weighting for population, and then ranked. A lower rank means the area is more deprived. For instance, the most deprived local authority in England using this methodology is Blackpool, with a rank of 1.

Overall, we can say that 0.00% of North Norfolk’s communities fall within the most deprived 10% of communities nationally, making it rank 195/195 local authorities in England. We also use a weighted sliding scale that considers the most deprived 30% of areas nationally, in order to provide a clearer picture of deprivation across North Norfolk. Using this measure, we can see that 4.70% of North Norfolk’s population live within the most deprived 30% of communities, making it rank 201/295

Doncaster Council | Local Authority District Code: E08000017

The below tables offer a summary of the domains of deprivation in Doncaster. Each community within Doncaster has been individually scored in the below domains of deprivation. The scores have been averaged, after weighting for population, and then ranked. A lower rank means the area is more deprived. For instance, the most deprived local authority in England using this methodology is Blackpool, with a rank of 1.

Overall, we can say that 23.71% of Doncaster’s communities fall within the most deprived 10% of communities nationally, making it rank 32/195 local authorities in England. We also use a weighted sliding scale that considers the most deprived 30% of areas nationally, in order to provide a clearer picture of deprivation across Doncaster. Using this measure, we can see that 39.84% of Doncaster’s population live within the most deprived 30% of communities, making it rank 31/295.

Herefordshire, County of Council | Local Authority District Code: E06000019

The below tables offer a summary of the domains of deprivation in Herefordshire, County of. Each community within Herefordshire, County of has been individually scored in the below domains of deprivation. The scores have been averaged, after weighting for population, and then ranked. A lower rank means the area is more deprived. For instance, the most deprived local authority in England using this methodology is Blackpool, with a rank of 1.

Overall, we can say that 0.86% of Herefordshire, County of’s communities fall within the most deprived 10% of communities nationally, making it rank 186/195 local authorities in England. We also use a weighted sliding scale that considers the most deprived 30% of areas nationally, in order to provide a clearer picture of deprivation across Herefordshire, County of. Using this measure, we can see that 6.87% of Herefordshire, County of’s population live within the most deprived 30% of communities, making it rank 182/295.

Herefordshire

Technical points: We define communities as meaning Lower Super Output Areas, a type of statistical geography comprising between 400 and 1,200 households that usually have a resident population of between 1,000 and 3,000 persons.

Please note that although there are 317 local authorities in England, ranks are not always out 317. This is because some local authorities contain none of the most deprived communities, meaning there are tied results in the least deprived local authorities.

Fylde Council | Local Authority District Code: E07000119

The below tables offer a summary of the domains of deprivation in Fylde. Each community within Fylde has been individually scored in the below domains of deprivation. The scores have been averaged, after weighting for population, and then ranked. A lower rank means the area is more deprived. For instance, the most deprived local authority in England using this methodology is Blackpool, with a rank of 1.

Overall, we can say that 3.92% of Fylde’s communities fall within the most deprived 10% of communities nationally, making it rank 135/195 local authorities in England. We also use a weighted sliding scale that considers the most deprived 30% of areas nationally, in order to provide a clearer picture of deprivation across Fylde. Using this measure, we can see that 7.66% of Fylde’s population live within the most deprived 30% of communities, making it rank 174/295.

Technical points: We define communities as meaning Lower Super Output Areas, a type of statistical geography comprising between 400 and 1,200 households that usually have a resident population of between 1,000 and 3,000 persons.

Please note that although there are 317 local authorities in England, ranks are not always out 317. This is because some local authorities contain none of the most deprived communities, meaning there are tied results in the least deprived local authorities.

Ashford Council | Local Authority District Code: E07000105

The below tables offer a summary of the domains of deprivation in Ashford. Each community within Ashford has been individually scored in the below domains of deprivation. The scores have been averaged, after weighting for population, and then ranked. A lower rank means the area is more deprived. For instance, the most deprived local authority in England using this methodology is Blackpool, with a rank of 1.

Overall, we can say that 1.28% of Ashford’s communities fall within the most deprived 10% of communities nationally, making it rank 177/195 local authorities in England. We also use a weighted sliding scale that considers the most deprived 30% of areas nationally, in order to provide a clearer picture of deprivation across Ashford. Using this measure, we can see that 10.88% of Ashford’s population live within the most deprived 30% of communities, making it rank 155/295.

Perth & Kinross – Scotland

Note re Scotland The collection of data and creation of the Indices of Multiple Deprivation is a devolved matter. This means that the Scottish government is responsible for creating their own individual versions of the Index. While all indices across the UK aim to measure deprivation, differences in methodologies, domains, weightings, geography levels, production dates and data sources mean that they are not directly comparable.

This reflects the different policy priorities, demographic distributions, and geographical contexts. For instance, health indicators might consider different metric, and housing assessments may vary based on region-specific factors like tenancy models or housing stock age. These differences mean that the indices are tailored to the specific challenges of each country but cannot be combined to create a unified, UK-wide measure. They are also only available on a low level geography basis and cannot be scaled up to Local Authority level like the English indices can be.

We still display IMD data for Scotland, alongside the English version in our reports. But please take note of the above when considering it.

Council Name: Perth and Kinross | Data Zone Name: Muirton - 01 | Data Zone Code: S01011931

In these tables, a lower number is worse. Being in Decile 1 means the Data Zone is amongst the 10% most deprived areas. Having a Rank of 1 means the Data Zone is the most deprived in Scotland.

Muirton - 01

Overall, which combines information from the ‘domains’ below to produce an overall relative measure of deprivation.

Income, which measures the proportion of the population experiencing income deprivation.

Employment, which assesses the percentage of working-age people unable to find employment.

Health, which evaluates illness, hospital stays, mental health prescriptions, mortality, and low birth weight.

Education, Skills, and Training, which measures school attendance and attainment, as well as number of university entrants.

Geographic Access to Services, which assesses travel time to services as well as broadband availability.

Crime, which measures numbers of recorded crimes, including violence, drugs, and property offences.

Housing, which measures overcrowding and lack of central heating in households.

Rank (out of 6,976)

Decile

Council Name: Perth and Kinross

Data Zone Name: Hillyland, Tulloch and Inveralmond - 01

Data Zone Code: S01011918

In these tables, a lower number is worse. Being in Decile 1 means the Data Zone is amongst the 10% most deprived areas. Having a Rank of 1 means the Data Zone is the most deprived in Scotland.

Hillyland, Tulloch and Inveralmond - 01

Overall, which combines information from the ‘domains’ below to produce an overall relative measure of deprivation.

Income, which measures the proportion of the population experiencing income deprivation.

Employment, which assesses the percentage of working-age people unable to find employment.

Health, which evaluates illness, hospital stays, mental health prescriptions, mortality, and low birth weight.

Education, Skills, and Training, which measures school attendance and attainment, as well as number of university entrants.

Geographic Access to Services, which assesses travel time to services as well as broadband availability.

Crime, which measures numbers of recorded crimes, including violence, drugs, and property offences.

Housing, which measures overcrowding and lack of central heating in households.

Rank (out of 6,976)

Decile

Council Name: Perth and Kinross

Data Zone Name: Blairgowrie East (Rattray) - 03

Data Zone Code: S01011986

In these tables, a lower number is worse. Being in Decile 1 means the Data Zone is amongst the 10% most deprived areas. Having a Rank of 1 means the Data Zone is the most deprived in Scotland.

Blairgowrie East (Rattray) - 03

Overall, which combines information from the ‘domains’ below to produce an overall relative measure of deprivation.

Income, which measures the proportion of the population experiencing income deprivation.

Employment, which assesses the percentage of working-age people unable to find employment.

Health, which evaluates illness, hospital stays, mental health prescriptions, mortality, and low birth weight.

Education, Skills, and Training, which measures school attendance and attainment, as well as number of university entrants.

Geographic Access to Services, which assesses travel time to services as well as broadband availability.

Crime, which measures numbers of recorded crimes, including violence, drugs, and property offences.

Housing, which measures overcrowding and lack of central heating in households.

Rank (out of 6,976)

Decile

Council Name: Aylesbury Vale Council

Data Zone Code: E07000004

The below tables offer a summary of the domains of deprivation in Aylesbury Vale. Each community within Aylesbury Vale has been individually scored in the below domains of deprivation. The scores have been averaged, after weighting for population, and then ranked. A lower rank means the area is more deprived. For instance, the most deprived local authority in England using this methodology is Blackpool, with a rank of 1.

Overall, we can say that 0.00% of Aylesbury Vale’s communities fall within the most deprived 10% of communities nationally, making it rank 195/195 local authorities in England. We also use a weighted sliding scale that considers the most deprived 30% of areas nationally, in order to provide a clearer picture of deprivation across Aylesbury Vale. Using this measure, we can see that 1.47% of Aylesbury Vale’s population live within the most deprived 30% of communities, making it rank 256/295.

Percentage of LSOAs in the most deprived 10% nationally Area Rank out of 317 Rank of percentage of LSOAs in most deprived 10% nationally

Technical points:

We define communities as meaning Lower Super Output Areas, a type of statistical geography comprising between 400 and 1,200 households that usually have a resident population of between 1,000 and 3,000 persons. Please note that although there are 317 local authorities in England, ranks are not always out 317. This is because some local authorities contain none of the most deprived communities, meaning there are tied results in the least deprived local authorities.

6. Recommendations

PGL Beyond demonstrates meaningful progress in addressing barriers to opportunity for young people across the UK. Its work, grounded in the Purpose Goals framework, has created a strong foundation for further action. The following recommendations provide clear, next-step strategies to expand and deepen this impact, helping to ensure that even more young people benefit from transformative learning experiences beyond the classroom.

6.1 Early Engagement and Outreach

PGL Beyond shows a strong commitment to community engagement, particularly through its partnerships and initiatives focused on enhancing social mobility. To build on this foundation, PGL Beyond could consider deepening its impact by implementing outreach programmes that target younger age groups, particularly those in primary and early secondary education.

By expanding its efforts to introduce children to creative, environmental and purpose-driven sectors from a younger age, PGL Beyond can help to foster aspiration, particularly in communities that face high barriers to opportunity.

A structured outreach strategy targeted at social mobility cold spots in the UK, particularly in proximity to PGL sites, would enable the organisation to deliver place-based interventions.

Collaborating with local schools, community hubs, and educational charities, and involving PGL colleagues in these efforts, would help demystify future pathways and amplify the organisation’s commitment to inclusive opportunity.

PGL Beyond should also consider working further with This Is Purpose to host dedicated Purpose Lab sessions. Purpose Lab connects university and college students with purpose-driven businesses across the UK to co-create responsible business strategies and social impact solutions, while at the same time offering businesses the opportunity to engage with young people at early stages of the talent pipeline.

PGL Beyond shows a strong commitment to community engagement, particularly through its partnerships and initiatives focused on enhancing social mobility.

6.2 Expand Reach of the Breakthrough Fund

The Breakthrough Fund has proven to be a vital mechanism for supporting young people from disadvantaged backgrounds to access life-changing residential experiences. To enhance its impact, PGL Beyond should consider increasing the fund’s scope through partnerships with local authorities, academy trusts and education-focused charities, such as those operating in areas identified as having high levels of deprivation.

Furthermore, implementing a tiered bursary system, tailored to the varying financial needs of schools, would allow for more flexible and equitable access to support. This approach would ensure that schools just above the Pupil Premium threshold are not excluded, broadening the reach of the fund’s benefits.

6.3 Social Impact Measurement

While PGL Beyond has undertaken substantial work on social impact, developing a more formalised and consistent method for tracking outcomes could increase the visibility and effectiveness of these efforts. This includes collecting and analysing data on the socioeconomic backgrounds of participants, staff and partner organisations.

By embedding robust data tracking mechanisms across its programmes and operations, PGL Beyond would be well-positioned to demonstrate progress on key social mobility indicators and to shape more targeted interventions that align with national priorities and local needs.

The Purpose Coalition campaign is proudly run by This is Purpose, part of Crowne Associates.

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