MERLIN ENTERTAINMENTS & THE PURPOSE COALITION FORCE FOR GOOD IMPACT REPORT
Social mobility is still a big problem in this country. Recent research has underlined that prospects for intergenerational mobility remain bleak, with it harder now than at any time over the last 50 years for those born into disadvantage to move up the social ladder. Those living in social mobility cold spots are also much less likely to be able to move up income and wealth brackets. That accumulation of disadvantage wastes the talent that exists in those areas as well as being a loss to local economies.
Businesses can play a huge role in shifting the dial in these areas, driving social impact in the areas that need it most. The role of the leisure and hospitality industry is a vitally important part of this effort. It contributes £140 billion in economic activity, helps secure 1 in 5 jobs across the country, and leads to investment of £7 billion in high streets and communities. Some of the greatest resorts and attractions are in some of the most deprived parts of the country, with many in coastal areas where social mobility has traditionally been poor.
Merlin is in the business of entertainment but it’s also in the business of making a valuable social impact, as demonstrated by its purpose of being the greatest place to work and visit. This report illustrates how, as a global player in the leisure and tourism industry, it is embracing the principle of levelling up in the UK, responding to the needs of its particular sector and to those of its employees and the communities in which it is located across England and Scotland. It provides an independent assessment of Merlin’s work against a set of 15 Purpose Goals which measure social impact, emphasising social, economic and environmental aspects, and focus on critical life stages and the barriers that prevent people from reaching their potential. They aim to level the playing field across the UK by providing a shared framework, uniting diverse efforts for change.
The report shows how Merlin has successfully positioned people as the heart of its business strategy, driven by a set of values which define who they are and guide what they do.
It develops a vital early talent pipeline for local young people, offering a wide range of roles, from customer-facing staff to those working behind the scenes. That includes its technicians and engineers who develop the innovative experiences that keep visitors coming to ever-more immersive attractions, with these individuals accumulating crucial digital and technical skills that can be transferred to other Merlin sites or other sectors in the local area and beyond. Its people are also key to interacting with its customer base to ensure that Merlin continues to create magical, memorable experiences. Its commitment to diversity and inclusion is extended to both colleagues and to guests with an ambition to recruit a more diverse workforce that more fully reflects the communities it serves and ensure that families including those with additional needs are also able to have memorable days out.
The report also demonstrates how Merlin’s community engagement has a positive impact across the UK, particularly in social mobility cold spots ranging from Blackpool and Great Yarmouth. Working in partnership with its dedicated charities - children’s charity, Merlin’s Magic Wand, and conservation charity, the SEA LIFE TRUST - Merlin works to support the communities it serves in the most effective ways it can. But as an organisation guided by purpose, with measurement and evaluation at its heart, it recognises that there is always more to do. Merlin’s geographic reach means that it has the potential to make an even greater difference –and this report explores some of the ways that it could extend its role as a force for good in the UK communities that need the most support, far beyond the doors of its attractions and resorts.
Every day, Merlin Entertainments helps to create moments of joy for families across the world, as adults and children visit us to enjoy the fun and memorable experiences on offer in our parks and attractions. Every year, we bring this to more people in more countries, as our global footprint expands. At the same time, we continue to be firmly rooted here in the UK, where the company was founded and continues to be based. Our UK sites remain at the forefront of Merlin’s innovation and creativity, supporting the development of home-grown brands, ready for exporting across the world.
But we don’t just want to be a commercial success. Merlin is about much more than that: we have the opportunity to deepen our social impact in those communities where we have a presence. During my time at Merlin, I’ve come to see first-hand some of the tremendous work our UK sites do, making a positive contribution to their local areas. This isn’t just the economic uplift, which is often evident through the creation of additional jobs and increased footfall for other nearby businesses. It’s also about the contribution to other local priorities, such as those with a social and environmental impact, which is also considerable. But there is more we can do – including sharing some of our best practice more effectively.
This is why Merlin joined the Purpose Coalition. With their support, we have been able to more fully assess our current activities – and identify what else we could be doing, more consistently, across the UK. Our presence –in both England and Scotland – is diverse: ranging from major Resort Theme Parks to our cluster of Gateway attractions in London, and then to SEA LIFE aquariums and sanctuaries located in smaller communities across the country. Many of these locations have their own particular challenges, and our task is to look at how we can help address some of these issues through our presence in those cities and towns. This report will help us focus on the future – and how we can deepen the positive impact we have, particularly to help boost access to opportunity across the UK.
Our efforts, to date, are considerable. From enhancing accessibility in our attractions to enriching the lives of children through our Merlin’s Magic Wand charity, every initiative we undertake is aimed at breaking down barriers and creating inclusive, inspiring experiences.
We’ve also made significant advancements in our sustainability agenda, pushing forward with our commitment to reduce Merlin’s environmental footprint and lead by example in the fight against climate change. Through the SEA LIFE TRUST – which I am proud to be a trustee – we are also playing our part in protecting nature, not least by igniting more curiosity, care and discovery through conservation, animal welfare and education.
The stories in this report reflect our philosophy that business can – and should – be a catalyst for positive change. They showcase our team’s creativity, resilience, and passion – traits that enable us to meet challenges head-on and transform them into opportunities for growth and learning.
As we look to the future, we are excited about the possibilities that lie ahead. With ambitious goals set for the coming years, our journey to the next phase of Merlin’s social impact is just beginning. We are committed to continuing our work with the same enthusiasm and dedication that have brought us this far, ensuring that Merlin remains a beacon of hope and joy for all.
Merlin Entertainments, founded in 1999, is a UK-based world leader in branded entertainment destinations. The company has rapidly evolved since its founding, solidifying its position as a dynamic and innovative leader in the entertainment industry. Dedicated to creating experiences that inspire joy, create connections and make memories, Merlin welcomes more than 62 million guests annually to its growing estate, with over 140 sites across 23 countries.
An expert in bringing world-famous entertainment brands to life, Merlin works with partners including the LEGO® Group, Sony Pictures Entertainment, Hasbro’s Peppa Pig, DreamWorks and Ferrari to create destinations where guests can immerse themselves in a wide array of branddriven worlds, rides and uplifting learning experiences.
Merlin’s brand portfolio has played a pivotal role in establishing its prominence in its industry. Its large footprint can be categorised into three operational groups: LEGOLAND® Resort, Gateway Attractions and Resort Theme Parks. These include some of the most iconic brands and attractions in the UK and across the world.
1. LEGOLAND® Resorts: These parks cater to families with children aged 3 to 12 looking for an awesome adventure, with rides, shows and attractions inspired by popular LEGO® and DUPLO® brands. Guests can extend their experience by staying in fully-themed bedrooms at LEGOLAND Hotels, holiday villages and even eco-lodges. There are ten LEGOLAND Resorts, spread across seven countries on three continents, with future plans for additional parks in China.
2. Gateway Attractions: These are indoor attractions branded under various well-known names. Through this operating group, Merlin brings entertainment hubs to iconic cities and thriving residential communities, offering clusters of premium entertainment experiences centred around world-famous international brands including including The Eye (London, Sydney Tower and Blackpool Tower), The Dungeons, SEA LIFE, Madame Tussauds and LEGOLAND / LEGO Discovery Centres. Typically, guests spend one to two hours at these attractions.
Specific Gateway Attractions in the UK:
- SEA LIFE - An immersive underwater experience, with aquariums and sanctuaries
- Madame Tussauds - The world-renowned brand experience (originating in London) featuring incredibly lifelike wax figures, from celebrities and the Royal Family to cultural icons and music legends of past and present.
- LEGOLAND/LEGO Discovery Centre –The ultimate play and build experience for young children and families, particularly LEGO enthusiasts.
- The Dungeons - A thrilling, history-based attraction full of jump scares and rides.
- Warwick Castle - A historical and cultural landmark.
- Cadbury World – The UK’s leading interactive chocolate attraction.
- A range of the UK’s most iconic observation wheels and buildings including the London Eye and the Blackpool Tower.
- And many more.
3. Merlin’s Resort Theme Parks are national brands aimed at families, teenagers and young adults. These parks offer themed accommodations at each location, enhancing the overall visitor experience. Includes the Alton Towers Resort, Thorpe Park, and Chessington World of Adventures Resort, which are the UK’s leading theme parks.
Resort Theme Parks offer themed accommodations at each location, enhancing the overall visitor experience.
Merlin Entertainments is grounded in a set of core values which define its identity and steer its actions. The company is underpinned by a commitment to its guests, colleagues and the communities it serves sitting at the forefront of its mission. This includes priority care for the wellbeing of guests and their safety, the welfare of the animals under its care and the preservation of their habitats worldwide, along with support for the communities in which they are located and the company’s dedicated workforce. Merlin is unwavering in its determination to make a positive difference in all the regions it serves.
Merlin’s purpose is to bring joy, create connections, and make memories and this drives the organisation’s values:
• “We care” - Merlin ensures it always goes above and beyond for its guests and its people – believing that no gesture is too thoughtful. It is also uncompromising about safety, security and welfare, setting the highest standards. It will always work hard to have a positive impact, both on the planet and in its local communities.
• “Own your craft” - Merlin empowers its staff to continually develop their skills and grow within their roles. It is committed to always listening to others and learning from feedback. More widely, it takes inspiration from its industry and sector, to stay at the forefront of entertainment.
• “Drive and discover” - Merlin is committed to giving its best every day, owning its work and seeing it through until it is done brilliantly. It focuses on the things that make the difference – do less but do it better.
• “Go together” - Merlin works on its relationships daily, building teamwork and trust. It promotes collaboration with staff across teams and sites around the globe, to solve problems together and draw on diverse perspectives. It is committed to its decisions and moves at speed to make progress happen.
• “Enjoy the ride” - Merlin’s first aim is to always bring fun and optimism to its work, because happiness helps all colleagues be at their best. It will always support each employee through challenges and turn missteps into opportunities to learn. It aims to cultivate a warm, welcoming environment where people feel a strong sense of belonging.
Merlin recognises the pivotal role played by the leisure and tourism sector in the UK’s economy. As an industry that often serves as the primary economic driver in various locations, the company proudly serves as the launch pad for numerous young individuals embarking on their careers.
With a workforce of 30,000 (at peak) dedicated and passionate professionals (including 8,000 in the UK), Merlin is committed to nurturing their growth through training, development and the provision of opportunities to acquire valuable skills on the job.
It offers a number of apprenticeships, work experience and direct employment opportunities - all underpinned by progression programmes across its UK brands. These offer participants the chance to explore various roles in different locations, as well as a focus on providing hands-on experience and specialised skill development across a number of professions.
In many of the locations where it operates, Merlin makes a substantial contribution to the local economy beyond employment - through procurement practices and support for other enterprises and services, all of which are bolstered by visitors spending more time in the local area, creating footfall for other businesses. Merlin is committed to being an integral partner in its local communities, with a focus on environmental preservation and investment in local initiatives.
As active members of UK Hospitality (UKH) and the British Association of Leisure Parks, Piers, and Attractions (BALPPA), Merlin actively contributes to the development of policy and legislation at both national and local levels. A number of its UK sites are also members of the British and Irish Association of Zoos & Aquariums (BIAZA). By working alongside others in these sectors, Merlin contributes to effective, well-considered policy-making – and aims to secure a better understanding, by public decisionmakers, of key issues affecting sites across the UK.
As a company with operations spanning 23 countries, Merlin acknowledges that its actions impact the environment around us. It seeks to reduce this impact through tangible, measurable actions, understanding that preserving the environment is not just a responsibility, but a cornerstone for sustained business success. Merlin has pledged to do more to care for the planet and protect nature by introducing more sustainable practices. It encourages guests to embrace the same ethos, promoting respect for the environment. This aligns with Merlin’s wider strategic objectives, with a resolute focus on playing our part in creating a healthier planet for everyone and everything that inhabits it, both now and in the future. This is critical for success on the UK’s pathway to net-zero. Merlin is an active participant in the UK Streamlined Energy and Carbon Reporting (SECR), along with meeting Energy Efficiency Directives and other international regulations.
Through its purpose, Merlin reaffirms its overarching commitment to social responsibility and operating as an environmentally conscious leader in the global entertainment industry.
Merlin Entertainments is guided by its purpose and values, with a commitment to making a positive impact in all of its operations.
Although its purpose and values frame and underpin its approach to social impact, Merlin is working on a more extensive Environmental, Social & Governance (ESG) Strategy which sets out a number of key goals that will empower the organisation to go even further over the next six years. This strategy will be finalised in the weeks ahead, closely aligned with what is set out in this report.
Set out in its ESG Strategy, Merlin has presented a number of ambitions, underpinned by specific goals and milestones. The organisation has split its goals under three key guiding pillars – Inspiring People, Caring for the Planet, and Protecting Nature.
1. Inspiring People by shaping more inclusivity, growth, and hope through belonging and wellbeing. Merlin believes that our world should be a welcoming and inclusive place for all.
2. Caring for the Planet by prioritising more action, innovation and reduction through decarbonisation and waste management. Merlin’s ambitions are underpinned by a belief that all resources are precious.
3. Protecting Nature by igniting more curiosity, care and discovery through conservation, animal welfare and education. Merlin’s ambition under this pillar is guided by a belief that nature’s wonder must be cared for.
At the forefront of Merlin’s business operations is its commitment to achieve world-class health safety & security performance and conduct its business responsibly, respectfully, and ethically; these foundations underpin the three pillars of the ESG Strategy.
Through its current partnership with the Purpose Coalition, the ambitions set out in its ESG Strategy and wider initiatives focused on making a social impact, as assessed throughout Section 3, Merlin is already signalling its commitment to build on its best practice – and go even further in the delivery of social impact to its key stakeholder groups.
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 businesses to improve, 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; and led by Nick Forbes CBE, who recently served in Sir Keir Starmer’s Shadow Cabinet, who leads the Purpose Coalition’s work with the Labour Party; Rt Hon Anne Milton, former Minister for Apprenticeships and a Minister in the Department for Health and Social Care; and Lord Walney, former No 10 Advisor to Gordon Brown and Labour Member of Parliament for Barrow and Furness.
The Goals were designed following Justine Greening’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.
Merlin is active across all 15 Purpose Goals but is specifically focused on showcasing best practice and upscaling its social impact in key areas of strategic expertises as identified in this Impact Report.
Many organisations already have strong commitments to the ESG agenda, with the very best going above and beyond to deliver social impact to their customers and break down the barriers to social mobility for their colleagues and the communities they serve. This section of the report provides a snapshot of Merlin’s social impact approach in the UK against the Purpose Goals, identifying where progress is being made.
This is complemented by the subsequent section, A View From Across the Sites, which looks in more detail at the operations of Merlin’s UK locations, within the various brands and operating groups, and how they are contributing to the company’s wider efforts to be a force for good.
Getting the best possible start in life is crucial - a strong foundation in early years education is the cornerstone of social mobility.
Merlin acknowledges its role in early years development, and proactively provides life-changing experiences to children from a young age, including those facing difficulties or with additional needs.
Whilst many Merlin attractions are focused on families with children from school age upwards, the brands of SEA LIFE and LEGOLAND (resorts and discovery centres) in particular provide for those in early years.
3.1.1. | Learning opportunities at LEGOLAND and LEGOLAND Discovery Centres
Discovery Centres provide – through Little Play Times sessions – many pre-schoolers with the opportunity to learn a variety of social and development skills, following learn through play principles from LEGO DUPLO. These include a wellbeing activity to develop skills to build concentration, self-control and coping abilities. Access to these sessions is provided at a special rate, with a combined ticket for an adult and toddler.
3.1.2. | Developing awareness of marine life
SEA LIFE sites offer a combined adult and toddler ticket, with a range of activities offered throughout the year to increase knowledge and interest in marine life. With rock pools provided at a number of UK sites, pre-schoolers are able to interact safely with marine creatures, learning their names and habitats.
Successful school years 2
Successful school years are a crucial part of not only a young person’s academic development but also their wider personal development.
Merlin has an important role to play in supporting and hosting schools across its UK sites, as this section sets out.
3.2.1. | Educational workshops at theme parks
Some of Merlin’s major sites - including LEGOLAND Windsor Resort and Chessington World of Adventure Resort - offer extensive educational workshops, covering key curriculum subjects including computing, English and STEM (science, engineering, technology and mathematics).
At LEGOLAND, this includes making use of LEGO Education SPIKETM Prime sets and a variety of sensors, allowing pupils to learn how to programme robots and complete challenges. At Chessington, this includes learning about the animals, ecosystems and the conservation of endangered species. There is also the opportunity to start learning about careers from Key Stage 3 and GCSE-level onwards.
3.2.2. | Learning opportunities at Gateway attractions
In addition to what they do for under-5s, SEA LIFE and LEGOLAND Discovery Centres provide many educational opportunities for those of school age, including workshops linked to Key Stage 1 and 2 curriculums. These activities involve welcoming school groups, as well as targeted interventions – at sites such as SEA LIFE Weymouth Adventure Park – for those who are underachieving at school and may be at risk of falling out of education.
Other sites have also worked hard to support those with additional needs, such as Manchester working with the Together Trust Inscape House School (with input from Merlin’s Magic Wand) to provide bespoke resources – including visual and sensory provisions – for children with autism. In Birmingham, the team joined forces with Magic Space to support visits from children at Acorns Hospice. In London, Gateway attractions (including Madame Tussauds) are working with Merlin’s Magic Wang to renovate a local school’s outdoor playground to better meet their requirements.
In Blackpool, a range of support is given to local schools, including free visits for those providing for special educational needs through Merlin’s Magic Wand. Schools are also given the opportunity to join SEA LIFE Beach Cleans to encourage and educate about key environmental issues. Recently, a Sea Savers initiative has been launched with local Rainbows, Brownies, Guides and Rangers, in a unique partnership between SEA LIFE Blackpool and Girlguiding Northwest England. A Sea Savers badge is awarded to girls aged four to 18-years-old who complete a challenge pack, learning about marine conservation – and the importance of protecting the oceans and sea creatures that live within them.
3.2.3. | Providing support during lockdown
Merlin recognised that many parents needed additional support during periods of lockdown back in 2020 and 2021, so provided resources online – including workshops, fun games and puzzles, craft ideas, curriculum-based projects. This includes resources linked to LEGOLAND, SEA LIFE, Madame Tussauds and others. These resources continue to be available online in support of learning experiences.
Positive destinations Post 16+
3.3 | Goal 3: Positive Destinations Post 16+
Every young person and adult deserve to have the choice of a high-quality route in education, employment or training.
Industry and global leaders, like Merlin, are crucially breaking down the barriers to opportunity through a wide range of pathways into the organisation.
3.3.1. | Case Study - Skilled training at SEA LIFE Centre Loch Lomond
In the Animal Care teams, new starters can come in at entry level onto a skilled training programme. This is supported by a training checklist with every task and then there is the theory and practical behind it. There are also a number of organised training courses in Animal Health for example.
The leadership team across the SEA LIFE brand meet once a year at conferences to share best practice and offer tips on how to improve training schemes across SEA LIFE sites. This is also supported by a call once a month with every Head of the Animal Care teams to share best practice more regularly - this is cascaded down to the teams.
This is just one example of the comprehensive skills and training agenda offered across Merlin’s sites and attractions.
Moving forward, the organisation is in the progress of setting out a number of colleague-focused training, progression, and development goals in its 2030 ESG Strategy – as set out in Section 2.3 - under its Inspiring People pillar.
3.3.2. | Creating and delivering an opportunity pipeline in Blackpool
Merlin is the biggest leisure organisation in Blackpool, playing a crucial role in the town’s most important industry. It runs the Blackpool Tower and Ballroom, The Blackpool Tower Circus, Madame Tussauds Blackpool, The Blackpool Tower Dungeon, SEA LIFE Blackpool, Peter Rabbit: Explore and Play, The Gruffalo and Friends Clubhouse - some of the most iconic tourist attractions in the Northwest and across the UK.
Merlin’s Regional Director - Kate Shane - is involved in crucial place-based action across Blackpool to drive social impact and improve equality of opportunity for the most under-resourced children and young people in the area.
Along with her role in Merlin, Kate holds senior leadership positions on a number of key strategic bodies, including: the Blackpool Business Improvements Districts, Blackpool Town Deal, Business in the Community, and Blackpool Tourism Business Improvement District. Through these roles, Kate brings together key business leaders and local authorities to tackle the town’s challenges. This work is underpinned by an overarching aim to boost tourism, but is focused in three areas - education, health, and housing.
Despite the town’s challenges - one of the most deprived areas nationwide - the partnership and collaboration work underway across the town’s key public and private sectors is having an impact on the ground.
On the back of this work, Merlin has launched new attractions, attracted new brands and investment to the town, and helped to redevelop the ‘Golden Mile’, all of which have crucially created new jobs and career opportunities for Blackpool residents.
Once employees are with the Merlin Blackpool cluster, the organisation ensures they get on through support and a raising of aspirations. Kate Shane launched ‘Tea with Kate’ - a scheme where any colleague no matter their level or hours per week can sign up and pencil in an hour meeting with Kate on their career ambitions and how she may be able to help them on their journey.
Merlin offers a number of apprenticeships for its internal employees to learn new skills or follow a personal passion - ranging from cooking to hairdressing. It offers Accelerate Apprenticeships in Cooking, Management, Marketing and Engineering along with a number of other professional qualification options.
These apprenticeships are offered as a benefit to staff in the business, offering funded qualifications and empowering colleagues to learn critical new skills in areas of their choosing. Its professional development courses - including Compelling Communication and the Face Forward programme - are strategically run to help employees improve in their current role and increase their confidence in the workplace.
In September 2023, Merlin launched its pioneering Engineering Academy. Initially debuting in the UK, the Academy offers a critical opportunity for prospective theme park engineers to gain experience, access training, and for current internal engineers to upskill.
The Academy offers an industry-leading three-year programme, specifically tailored to aspiring engineers who aspire for a role in the world of entertainment. The first cohort of the programme will begin with 12 apprentices in 2023, with plans for expansion moving forward. Critically, the programme offers an immersive learning journey that combines in-depth theoretical knowledge with hands-on practical experience.
The Engineering Academy will also offer extensive training programmes for current Merlin engineers, empowering
them to develop knowledge, upskill, and progress in their careers. Merlin acknowledges the fast-paced field of engineering is evolving with new technologies and methodologies, and the new Engineering Academy will allow Merlin’s engineers to remain up-to-date and apply the latest tools and techniques while learning.
Underpinning the Academy is Merlin’s collaborations across both academic and technical education. It is partnering with JCB Academy, New City College, and East Surrey College - offering apprentices access to a structured curriculum and on-site training facilities at select attractions across the UK.
As a mark of the Academy’s leading offer, Merlin’s Engineering Technician and Maintenance Operations Engineering Technician apprenticeships have earned accreditation from the Institution of Engineering and Technology (IET).
Merlin acknowledges the fast-paced field of engineering is evolving with new technologies and methodologies.
3.4
| Goal
Experiences Right advice and experiences 4
A lack of access to the right advice and experiences at the right time is one of the major barriers to opportunity. Getting great access to career advice and the chance for those wider experiences that broaden horizons and set schoolwork in context are vital.
Merlin supports its staff by providing advice and support throughout their employment, including the offer of training and other development opportunities.
3.4.1. | Reverse Mentoring Programme at LEGOLAND Windsor
LEGOLAND has a Reverse Mentoring Programme which encourages those from a diverse background to mentor with a member of the site’s Senior Leadership Team. This has created safe relationships to listen, learn, take action and move forward. The Resort has a specific internal vacancies website and a internal vacancies communication plan which highlights opportunities for development and career advancement for all employees.
When attracting individuals to work for them, the Sanctuary emphasises the potential for career advancement and professional growth.
3.4.2. | Training opportunities at the London Eye
This attraction has recently put 12 individuals through a Level 4 BTEC in Security Co-ordination and Design and is currently in development for a Level 2 & 3 BTEC with the College of Policing. From Officer through to Head of Security, there are various qualifications that are secured as part of training, all supported by the London Eye and wider London Cluster group, including but not limited to SCaN, PALs, SPOC and CCTV licensing. The LE team continually work with Merlin’s Learning & Development Team to help offer additional opportunities and recently supported CV workshops for team members to upskill when applying for higher positions.
3.4.3. | Continued support to employees of its charity partner the SEA LIFE TRUST at the Cornish Seal Sanctuary
The Cornish Seal Sanctuary is committed to supporting employees in progressing their careers and acquiring new skills and qualifications. Merlin extends its support by the provision of relevant training courses, including leadership training when supervisory or managerial roles are sought. By investing in the professional development of the Sanctuary’s workforce, Merlin empowers individuals to advance in their careers and broaden their horizons. When attracting individuals to work for them, the Sanctuary emphasises the potential for career advancement and professional growth.
The chance to keep developing once in work and progress in a career isn’t just important from the perspective of increasing your earnings, it’s about how you can continue to feel challenged and learn even once you’ve left your school years behind.
Merlin is committed to ensuring that its positions are open to people from all backgrounds through transparent and open recruitment practices. As part of this, it provides additional support to those who need it, due to accessibility needs or particular circumstances.
3.5.1. | Working with third parties to aid recruitment of those with additional needs
The London Eye works with external agencies – Unity Works and Positive Signs – who have a particular focus on neurodiversity and deafness. This helps secure a more diverse workforce.
Elsewhere, LEGOLAND Windsor partners with Rest Less to open opportunities to a diverse age range.
3.5.2. | Opportunities for veterans
Merlin is a committed signatory of the Armed Forces Covenant. This ensures that those who serve in the Armed Forces - whether Regular or Reserve - and those who have served in the past, and their families, should face no disadvantage compared to other people when seeking or undertaking opportunities. Special consideration is to be made appropriate in some cases, especially for those who have been injured or bereaved.
The Armed Forces Covenant is an obligation that involves the whole of society, including voluntary and charitable bodies, private organisations and the actions of individuals in supporting the Armed Forces. Merlin is actively recognising those who have performed military duty and the value of their contribution through the creation of a proactive environment where the wellbeing of all colleagues, especially veterans, is prioritised.
When Chris left the Armed Forces, he was seeking a role and company that would give him a similar sense of comradery and team spirit. When a vacancy for a Mechanical Engineer at Thorpe Park was advertised, Chris applied, got the job, and has “never looked back”:
“I remember when I was in the forces, I’d visit theme parks with my mates thinking how cool it would be to be a roller coaster engineer”.
Since 2021, Chris has been part of the Merlin family. Speaking about why he loves working here, he says “Every day is different, all our teammates are great, and there’s always a task or project to get your teeth stuck into.”
This is Chris’s advice for anyone leaving the forces who is in pursuit of a new career: “Go for Merlin Entertainments. A great team, fun atmosphere, varied and involved technical challenges, and an awesome remuneration package!”
The Care Leaver Covenant is a national inclusion programme designed to support care leavers aged 16-25 to live independently. The Covenant is made up of private, public and voluntary sectors that have made a number of pledges of support that aim to provide additional support for those leaving the UK’s care system.
The support and expertise offered by businesses include practical things such as free data for mobiles or laptops through to wider mentoring or jobs creation and are all additional to the statutory support provided by local authorities.
The Care Leaver Covenant is a national inclusion programme designed to support care leavers aged 16-25 to live independently.
To demonstrate full support for the programme, Merlin seeks to create a dedicated programme for the Care Leaver Covenant - Merlin Illuminate. The programme sought to create an enabling environment for care leavers to feel welcome and thrive within the organisation. It includes a number of specific steps to deliver increased wellbeing for current employees with experience of care, and to ensure more care-leavers join the organisation and progress in the future:
• support with interviews and practical feedback if they are unsuccessful;
• a range of virtual events - to offer to the care leavers network hints and tips on CVs, career development and downloadable tips and toolkit;
• discounts and tickets to win for Merlin UK attractions - run through the Care Leavers Covenant app;
• A Merlin Illuminate podcast series – giving practical ideas on interviews and CV creation;
• illuminate Mentor Day – a hosted annual event and a dedicated ‘Light-up’ moment at their iconic attractions including the London Eye and the Blackpool Tower;
• illuminate cultural work experience across some of Merlin attractions at their cultural key events such as Blackpool Illuminations ‘Switch On’ at the Tower.
Johnny Mercer MP, Cross-Government Care Leaver Lead said of the programme:
“It’s fantastic to have Merlin on board with the Care Leavers Covenant, joining the hundreds of other signatories that have committed to support this vulnerable cohort of young people. The launch of Merlin Illuminate is another example of brilliant work that is being undertaken across the country to ensure that care leavers have the right support in place to access employment opportunities.”
“It’s fantastic to have Merlin on board with the Care Leavers Covenant, joining the hundreds of other signatories that have committed to support this vulnerable cohort of young people.”
- Johnny Mercer MP, Cross Government Care Leaver Lead
Fair career progression
The chance to keep developing once in work and progress in a career isn’t just important from the perspective of increasing your earnings, it’s about how you can continue to feel challenged and learn even once you’ve left your school years behind.
Merlin works hard to ensure the opportunities for career advancement are based on ability and potential.
3.6.1. | Dedicated learning and development teams at major sites
Resort Theme Parks provide a comprehensive calendar of training and development throughout the year. This includes partnering with training providers to give access to securing qualifications in relation to a range of disciplines. Across Merlin globally there is a talent programme offers a talent programme called ‘Rising’ It also offers a talent programme called “Spotlights”, providing mentoring and shadowing opportunities to high-potential entry level colleagues to set out on a journey of career exploration.
3.6.2. | Gateway sites playing their part
Although Gateway attractions employ fewer staff, they continue to comprehensively support employees in exploring paths for career progression: at that site, more widely within Merlin or elsewhere. There is a particular focus, such as in Blackpool, on giving the opportunity for more senior positions to be filled by internal promotion. Similarly, Cadbury World gives colleagues the opportunity to learn and stretch themselves in different roles, through “Step Up”.
3.6.3. | Personal Development Plans
Merlin’s UK sites provide every permanent employee with the opportunity for a Personal Development Plan. The Cornish Seal Sanctuary has highlighted how this – along with other measures to provide meaningful opportunities for advancement and personal growth – has resulted in a low staff turnover rate.
This continues to provide stability and continuity for staff seeking to advance in their careers and personal lives.
Widening access to savings & credit
However talented a person is, being trapped in debt or being unable to access capital massively hinders access to opportunity. Merlin does all it can to support widening access to responsible credit and closing the savings gap.
3.7.1. | Provision of finance courses, including Skills for Life
LEGOLAND Windsor worked with the local council and Windsor Forest College to provide access to courses in personal budgeting skills and functional maths. Such access is currently being expanded with a series of workshops called Money Makeover: Transform Your Financial Life. There will be seven workshops, including Smart Spending, Savings, Pensions, Spreadsheets and how to boost income through sensible investments and making money from what you love to do. All courses are offered free of charge to employees.
In Blackpool, the team delivered a bespoke ‘wellbeing week’, which included presentations on personal finances and debt management. Citizens Advice and Blackpool Talking Therapies (part of Blackpool Teaching Hospitals) were invited in to deliver the advice.
Good health and well-being 8
Alton
Towers Resort has mental health first aiders, social engagement activities and an employee assistance programme.
Health and wellbeing inequalities lie at the heart of driving levelling up and improving social mobility, as the Marmot Report 10 Years On set out very clearly. Good health and wellbeing are often a precursor to a person being in a position to make the most of their talents and in work, feeling they can consider taking the next step in their career.
Merlin recognises this, it is committed to doing all it can to support employees in improving their mental and physical health.
3.8.1. | Promoting wellbeing at resort theme parks
Chessington World of Adventures has a network of trained mental health first aiders who offer support to people who may be feeling overwhelmed by life, inside or outside of work. The Wellbeing Warriors have set up a wellbeing hub where people can go for quiet reflective time during the working day, and provide active education on Mental, Physical and Emotional Wellbeing.
Similarly, LEGOLAND Windsor has a Working Group & Taskforce that focuses on wellbeing (as well as diversity, equality and inclusion). One of its aims is to promote health, happy physical and mental wellbeing. This is complemented by a calendar of social events to aid networking and social connection. There is also a monthly LEGOLAND Clubhouse: a social open space which provides a safe and informal environment for employees to access information and resources on a variety of topics.
Alton Towers Resort has mental health first aiders, social engagement activities and an employee assistance programme.
3.8.2. | Provision of mental health first aiders and key social events
Gateway sites across the UK provide access to trained advisers who support on mental health issues and promote wellbeing, as well as signposting to external support if needed. SEA LIFE Great Yarmouth holds wellbeing breakfasts for staff members, which are well attended. The York Dungeon provides mental health and resilience training. Through its Experience and Engagement Team, Madame Tussauds educates team members about mental health conditions, and how best to support staff. Many other sites do similar, along with a range of inclusive social activities to engage employees.
3.8.3 | Promoting sexual health
The London Dungeon has partnered with sexual health charity Brook to provide access to sexual health advice so guests can protect their own ‘crown jewels’. This partnership, now in its fourth year, is focused on helping to destigmatise the topics of sexual health and STIs, using history and humour to encourage people to practice safe sex and have regular checks whilst getting access to essential information.
During the Coronation bank holiday weekend, free condoms and information were distributed to guests who visited the attraction, encouraging them to protect their own ‘crown jewels’ by taking part in regular testing and checks.
The initiative has also seen educational videos produced, playing on innuendo and carefully placed crown jewel props, to encourage people to get regularly tested and check their private parts for signs of STIs, as well as how to care for their royal ‘staff’ properly and how often they should ‘polish’ their jewels.
3.8.4. | Putting safety first
Safety is Merlin’s number one priority. It’s ingrained in all it does, and is central to the organisation’s values and principles, calling this safety-first approach ‘Protecting the Magic’.
Protecting the Magic is about driving a positive, proactive culture of safety across its attractions and theme parks. It helps Merlin’s leaders, employees and business partners identify and manage risks effectively, prevent accidents and deliver unforgettable guest experiences.
This organisational underpinning is also applied to a sectorleading colleague and community wellbeing offering. Merlin is committed to its anchor institution status across the regions where it operates, as well as ensuring its opportunities for
colleagues are diverse and supportive of all circumstances. Merlin’s priorities against Purpose Goal 8 – Good Health and Wellbeing – are displayed further through its ESG Strategy pillar, Inspiring People, and foundations as set out in Section 2.3. This includes a focus on the wellbeing of both employees and guests.
As part of its reopening plan post-pandemic, Merlin donated 30,000 tickets globally to Emergency Service and frontline essential support workers who have worked throughout the COVID-19 pandemic, in a new initiative called ‘The Big Merlin Thank You’.
It donated the tickets to Emergency Service and frontline essential support workers in the UK, across Asia, North America, Australia, and New Zealand. In the UK, the majority of the 10,000 tickets were made available via the free platform ‘Blue Light Tickets’ - an initiative where UK frontline workers registered to secure free tickets for venues and events, with tickets donated by Merlin and other venues, stadiums, clubs, promoters and event industry experts from across the country.
Will Campbell-Lamerton, Partnerships and Operations Manager at Blue Light Tickets said: “In these difficult times, we have been blown away by Merlin’s generosity. We know that free tickets to leisure days out will spread the message of ‘thank you’ to NHS, healthcare and emergency service workers, who’ve shown superhero strength and dedication in recent months. For those who haven’t been able to spend much time with their families during the COVID-19 lockdown, either as a result of long working hours or social distancing, we hope that a free day out at a Merlin resort/attraction will give some respite to those who need it most.”
The Blue Light Tickets were donated through Merlin’s dedicated charity arm, Merlin’s Magic Wand. The charity allocated tickets across the majority of its UK sites offering NHS, emergency workers and frontline staff a chance to take their families out for the day, spend quality time together and have some well-deserved fun.
Days out were offered across a range of Merlin’s UK attractions including Alton Towers, Chessington World of Adventures, LEGOLAND Windsor, Thorpe Park, The Bear Grylls Adventure, as well as Madame Tussauds and SEA LIFE aquariums and sanctuaries.
Extending enterprise 9
Bringing opportunities to communities and having more opportunities on the doorstep is often discussed in terms of inward investment and getting businesses to be able to invest in places that have been social mobility cold spots. Merlin is committing to extending private enterprise and entrepreneurship to all people and communities.
3.9.1.
All UK sites place a strong emphasis on using local businesses for the supply of goods and services, wherever possible. This results in a positive economic impact on the wider local area. Where relevant this is highlighted to guests, such as in Scarborough (where SEA LIFE have a ‘where’s it from’ map showing where food and drink is sourced) and York (where The Dungeons have linked up with a local brewery). Madame Tussauds are working with the Baker Street Quarter Partnership in preparing to launch a local food market, which will be promoted from the attraction.
3.9.2.
Many sites sit in close proximity to other visitor attractions, along with venues. Guests are encouraged to visit other businesses in the local area, with promotional material made available, as well as cross-ticketing where possible – such as in Great Yarmouth and Loch Lomond. This has reciprocal benefits for both Merlin and non-Merlin businesses and encourages families to visit again.
Many sites play an active role in local destination management organisations (DMOs) and local visitor economy partnership (LVEPs), along with wider business organisations such as Chambers of Commerce. These efforts help to shape the promotional efforts to draw in visitors. LEGOLAND Windsor is an active member of Visit Windsor, whereas The Edinburgh Dungeon is part of the Edinburgh Tourism Action Group – to give just two examples. In addition, Warwick Castle’s General Manager runs a dedicated local hospitality group, working with local retail and hospitality businesses to share best practice.
Elsewhere, many Merlin sites are members of local Business Improvement Districts (BIDs), for example in London with the highly successful one covering the South Bank and the innovative Baker Street Quarter Partnership (which Madame Tussauds is part of). Elsewhere, Merlin is part of a dedicated tourism BID in Blackpool. By playing an active role in the leadership of these organisations, Merlin helps ensure that resources are invested in keeping key visitor locations clean, green and welcoming.
3.10 | Goal 10: Closing the Digital Divide
This can be one of the major barriers to opportunity. The internet revolution is an opportunity for a level playing field but it also poses a growing inequality threat for those who can’t take advantage or cope in an online world. Merlin is committing to playing its part in closing this divide in technology access, skills, opportunities and infrastructure, for both guests and employees.
3.10.1. | Ensuring information in accessible formats
Merlin recognises that some guests are unable to read information in its standard format. That is why the business continues to look at how it can make information more accessible. For example, the London Eye has an accessibility overlay on its website, providing downloadable guides (widget guide and accessibility FAQs) to ease every guest’s experience. The attraction also provides braille books for the London Eye River Cruise, as well as screens with sign language providing commentary for those with hearing limitations. The London Eye ticket office also has multiple languages on its screens, recognising the number of international visitors who come to the attraction. The neighbouring attraction of Shrek’s Adventure! has added British sign language for each of its characters, to help the team present themselves to any deaf guests.
3.10.2. | Supporting employees in avoiding digital disadvantage
Those with additional needs are supported in completing applications, such as where they may have difficulty with technology. LEGOLAND Windsor, for example, has indicated that it provides such support with both applications and ongoing engagement. In addition, the Resort has moved its induction to be a face-to-face session to eliminate the need for additional online learning and technology use.
Elsewhere, Madame Tussauds provides internet access to employees through a communal computer, in addition to identifying (through one-to-ones) whether any individuals need training and support with IT systems.
3.10.3. | Contributing to wider efforts to reduce the divide
In Blackpool, Merlin’s Regional Director was the tourism lead on the development of a Digital Strategy for the Borough. This is part of the Blackpool Pride of Place initiative, with a major goal of reducing digital inequality and improving outcomes for health, education, sustainability and tourism via an improved digital infrastructure.
The neighbouring attraction of Shrek’s Adventure! has added British sign language for each of its characters, to help the team present themselves to any deaf guests.
For communities with less opportunity on the doorstep, being able to get to opportunities where they are is absolutely essential. That’s why investment in the roads and railways that connect people up with opportunities matters so much. It’s an enabler that can unlock people’s chances to go for roles that might not be on the doorstep but can turbocharge their careers.
Merlin is committed to supporting improvements in physical infrastructure that connects people and places to opportunity.
3.11.1. | Developing comprehensive travel plans for Resort Theme Parks
Merlin recognises that its larger sites have an impact on local transport infrastructure. That is why resort theme parks develop Travel Plans, in partnership with local transport authorities, to set out how this impact will be managed and mitigated. This includes objectives to shift more visitors to public transport, and to achieve this by working with councils and local operators to improve connectivity and information. In Windsor, LEGOLAND has worked with bus operators to secure an increase in service frequency, and continues to work with a multi-agency group of transport authorities to consider how local traffic flows can be improved. The continued increase in the provision of on-site visitor accommodation – along with more on-site indoor attractions to help extend the season – is playing a key role in shifting traffic to more off-peak periods. Other resort theme parks are taking similar measures, including in relation to improving travel options for staff.
3.11.2. | Improving public transport provision to and from Gateway sites
A number of Gateway attractions are working with local transport providers to offer discounts for guests and employees who travel via public transport. SEA LIFE
sites in Birmingham and Scarborough, for example, have pursued such arrangements, and continue to look at further improvements – as does the Blackpool Cluster and Cadbury World. The London Eye, which is overwhelmingly accessed via public transport, has a partnership with National Rail for reduced ticket pricing. Additionally, the London Eye Pier supports multiple boat companies (i.e. Uber Boat) to provide public transport alternatives in the city.
Communities that are safe, with a good quality of life and homes people can afford are communities that are sustainable in the long run. Whilst Merlin is not in a position to directly contribute to the provision of housing, it does all it can to signpost employees to affordable quality homes so people can live in safe and sustainable communities.
3.12.1. | Advising employees about housing options
Cadbury World is closely linked with the Bournville Village Trust, which plays an important role in local housing provision. A number of employees have been signposted to the Trust, and have acquired homes on the Bournville Estate.
Elsewhere, the Cornish Seal Sanctuary has worked with local residents who offer accommodation rentals and Bed & Breakfast establishments to support staff and work experience participants. By partnering with these providers, the Sanctuary is more accessible for individuals who need to travel to it. The site also provides information and assistance to employees and prospective employees in terms of affordable housing options.
People and the planet are two sides of the same coin. The much-needed transition to a net-zero version of Britain is a unique opportunity to see critical new careers and skilled new roles but in the very places where they can make the most social impact.
Energy use - the risk that using fossil fuel energy contributes to climate change.
Energy price - the risk of fluctuation in the global energy price.
Weather - the risk of distortion in weather patterns.
Waste, Recycling and the use of landfill.
Large-scale, purpose-led, global organisations like Merlin are leading the way, driving forward to net-zero through ambitious agendas. Merlin has an overall goal to achieve carbon neutrality in its company operations by 2030. This is setting the bar for all businesses in the UK and beyond to respond to and act on the climate emergency.
This ambitious strategy is driving its overall work on sustainability.
3.13.1. | The road to reducing climate impacts Merlin has taken strategic action in this regard, acknowledging the role it must play in reducing its impact on the environment.
Investing in onsite renewable assets and supporting offsite assets by purchasing renewable energy certificates.
Investing in onsite renewable assets and supporting offsite assets by purchasing renewable energy certificates.
Operating a balance of outdoor theme park resorts and indoor Midway attractions.
Diverting waste from landfill where possible through recycling, and generating energy from waste.
Through its forthcoming ESG Strategy, Merlin will confirm its commitment to the environment through two themes:
• CARING FOR THE PLANET by prioritising more action, innovation and reduction through decarbonisation and waste management; and
• PROTECTING NATURE by igniting more curiosity, care and discovery through conservation, animal welfare and education.
3.13.2. | Caring For The Planet
Carbon:
• 100% renewable electricity to power Merlin operations by 2030.
• 30MWp corporate power purchase agreement from renewable energy sources achieved by 2030.
• Calculate Scope 3 emissions and apply for Science Based Target initiative (SBTi) accreditation.
• 15MWp solar PV installed at Merlin sites, carports and farms by 2030.
• 2,000,000kWh energy-saving projects carried out annually using its Green Capex fund by 2030.
• 8 sustainability KPIs encompassing building structures, materials, water, and energy efficiency, used across all new development projects by 2030.
Water:
• 25% of site landscape plants will be low water requirement ones by 2030.
• 100% of urinals converted to waterless or sensor controlled by 2030.
Waste:
• Achieve 90% recycling & recovery rate across its resorts.
Many UK sites are leading the way with their own efforts to reduce carbon emissions. A number of Resort Theme Parks now have EV charging points (also coming to Warwick Castle), and proposals for solar photovoltaic energy have now been approved for LEGOLAND Windsor and SEA LIFE Great Yarmouth – with more to follow in Scarborough elsewhere. SEA LIFE Manchester are switching their plant and equipment to energy saving versions to reduce electricity consumption. The London Eye is a zero carbon electric facility, with the attraction 100% fuelled by renewable energy, and using LED lighting. Madame Tussauds is in the process of changing over to 100% LED lighting.
3.13.3. | Work of The SEA LIFE TRUST (as supported by Merlin) in contributing to this agenda
SEA LIFE is the biggest aquarium brand in the world, with 50 sites globally across four continents welcoming 20+ million guests. The SEA LIFE TRUST is a UK-based independent registered charity working globally to protect the world’s oceans and the amazing marine life that lives within them. It champions the need for plastic-free oceans and an end to over-exploitation of marine life through global projects and campaigns, as well as at its leading marine animal sanctuaries.
The Trust carries out best practice work in animal welfare and, crucially, wildlife and environment conservation.
It is empowered by Merlin through direct funding and fundraising across the company’s brands to carry out critical conservation initiatives. The Trust works with the SEA LIFE brand on a conservation board to evaluate the projects and programmes that are going to have the biggest impact and can be replicated in areas of most impact.
Despite being an independent charity, the SEA LIFE TRUST supports Merlin’s specific marine sustainability initiatives. Recognising the high number of plastic pollutions in the oceans each year - 26 million tonnes - Merlin focused on the removal of single-use plastics from its business and is actively seeking out environmentally responsible businesses in its supply chain.
In 2018, Merlin phased out plastic straws within owned attractions worldwide, with a commitment to continually review the use of plastic within the business, seeking innovative partnerships to raise awareness of plastic misuse and promote recycling throughout its attractions.
Merlin is actively seeking out environmentally responsible businesses in its supply chain.
The SEA LIFE TRUST Beluga Whale Sanctuary - in Vestmannaeyjar, Iceland, was created with support from Merlin and Whale & Dolphin Conservation (WDC) with the aim of providing beluga whales with a safe and natural home. It is the first in the world of its kind, opening in May 2019.
The aims of its sanctuary are:
• to provide a more natural life for the belugas in the Trust’s care;
• to advance knowledge through research and education;
• and to support the protection of belugas in the wild.
Caring for its first resident whales, Little Grey and Little White, costs the charity £37,400 a month, which includes their food, daily care and monitoring from the dedicated animal care team as well as maintenance and essential health checks from specialist vets.
The SEA LIFE TRUST is leading the way, demonstrating an alternative way of caring for endangered animals. It seeks to encourage others to consider sanctuaries as a viable alternative. This change could potentially transform the lives of not only beluga whales but over 3,000 other whales and dolphins currently housed in traditional facilities under human care or performing in shows around the world.
The Vestmannaeyjar Islands in Iceland are also host to the largest Atlantic Puffin colony in the world. When puffin chicks, known as pufflings, leave the nest for the first time they are meant to use the moon for guidance and fly towards the sea - but many become confused and disorientated - following the bright streetlights and landing in the town. This is where the Puffling Patrol comes to the rescue.
All pufflings found by the local Puffling Patrol are brought to the Puffin Rescue Centre at the Beluga Whale Sanctuary where they are cared for until they can be released back into the wild.
In early 2024 , the Cornish Seal Sanctuary announced that ten rescue puffins had arrived safely after being relocated from the Beluga Whale Sanctuary.
The SEA LIFE TRUST underpinning purpose is to contribute significantly to marine conservation across the world. One example of this - beyond its sanctuary and rescue centres - is the protection of turtle nesting beaches.
Increasing coastal development and pollution of natural habitats is threatening the nesting beaches crucial to turtle populations and to the health of the world’s oceans more widely. The SEA LIFE TRUST is installing Turtle Entanglement Devices (TEDs) that are fitted to fisherman’s nets, as well as supporting local partners to preserve the natural habitats of the turtles.
Healthy oceans need sea turtles. Sea turtles are a ‘keystone species’ - they are an important part of their environment and influence other species around them. Preserving and conserving the world’s keystone species will be vital to each country’s transition to a growing net-zero economy, with any disruption to habitats amid changing environments affecting the poorest the communities first and the most acutely.
In its ESG Strategy pillar Protecting Nature – outlined in Section 2.3 - Merlin has signalled its continued focus on conservation through a number of focused strategic goals.
The SEA LIFE TRUST Cornish Seal Sanctuary rescues and rehabilitates grey seal pups from around the Cornish coastline. Each season - September to March - the Sanctuary rehabilitates over 70 seal pups that have been rescued for a number of reasons, from malnourishment to being separated from their mother.
The Sanctuary also provides a permanent home to animals that need specialist care from the team of marine animal experts. When visiting the Sanctuary, guests can experience the marine animals up close, learning about their stories.
Moving forward, Merlin is looking to up-scale its work on animal welfare through its ESG Strategy pillar –Protecting Nature.
SEA LIFE Weymouth Adventure Park is hosting a project led by the University of Exeter called SeaCURE, developing technology to remove carbon dioxide (CO2) from seawater. The natural concentration of carbon in seawater is much higher than in air – so capturing CO2 from seawater promises to be more scalable and affordable than Direct Air Capture techniques. SeaCURE makes use of natural processes.
The sea is a major reservoir of dissolved carbon and SeaCURE removes this as CO2 before releasing low-carbon seawater back to the sea where it naturally absorbs more carbon from the atmosphere to replace the CO2 that was removed.
Merlin is looking to up-scale its work on animal welfare.
Since 2022 SEA LIFE in Weymouth has provided funding and expertise for the implementation of SeaHives in Weymouth Harbour (and more recently Portland Harbour). These devices help to establish new marine ecosystems. As well as part-funding the production, SEA LIFE Weymouth has supported with the installation and ongoing species surveys to gauge impact.
Achieve equality, through diversity & inclusion
Diversity matters. It is essential to creating a level playing field of opportunity for all and is critical to fully unleashing Britain’s potential for the first time. It is also central for organisations - with research displaying that more diverse companies make better decisions because they have a wider perspective and avoid groupthink.
Purpose-led organisations like Merlin recognise the wholesale and deliberate action that must be taken to achieve equality - embedding diversity and inclusion in all strategies and plans.
3.14.1. | Merlin’s values
Merlin has demonstrated an impressive commitment to fostering diversity and inclusion across the organisation. By actively engaging with specialised partner organisations, Merlin aims to attract a wide spectrum of individuals, ensuring that the company continually advances its approach to the agenda.
It is also embracing its role as a global host to diverse visitors at its attractions and resorts. Merlin aims to mirror this multicultural diversity within its workforce. Merlin strives to create an atmosphere where employees can freely express themselves, access equal opportunities, and flourish collectively - no matter their background.
The company’s ethos emphasises the value of each individual, irrespective of their age, ethnicity, gender, ability, or sexual orientation, reaffirming the fundamental principle that every person within Merlin matters.
3.14.2. | Merlin’s Magic Wand
Merlin’s Magic Wand is Merlin Entertainments’ children’s charity partner. The charity - formed in 2008 - is a completely separate legal entity and is not bound by traditional business limits, however, it still feeds into the mission of the organisation to bring magical experiences to guests all over the world.
It provides magical experiences to children between the ages 4 and 18 who are facing a serious illness, a disability or some kind of adversity. They are invited to their chosen attraction completely free of charge. Merlin’s Magic Wand ensures the children and their families can get to the chosen attractions with support through tickets and travel contributions.
The Merlin’s Magic Wand Team was also crucial in the designing of Merlin’s first ever global Volunteering Policy, which launched in 2023 and now sees Merlin’s global workforce taking up two paid volunteer days per year.
Merlin’s Magic Wand also - crucially - funds projects and outreach in schools, orphanages, hospitals, hospices and community outreach programmes. The charity also encourages Merlin teams to apply for a Magic on Tour grant so that the team can take the magic of their attraction out into communities across the country on a volunteering day.
Merlin’s Magic Wand has three key programmes that it focuses on: Magical Days Out, Merlin’s Magic Spaces, and Magic On Tour. The programmes each have the same eligibility criteria in relation to serious illness, disability and adversity.
There is no limit on the number of tickets Merlin’s Magic Wand can distribute to the children - as many eligible children come forward is how many children will benefit from the service. This is an impressive feat for Merlin and Merlin’s Magic Wand and is having an impact on the most vulnerable children in the UK and across the globe.
Merlin recognise the wholesale and deliberate action that must be taken to achieve equality.
Merlin’s Magic Wand also collaborates and supports other charities and eligible organisations with ticketshelping over 800 so far. These have included The Make a Wish Foundation, The Rainbow Trust, Julia’s House Hospice and many more.
Merlin has also supported Merlin’s Magic Wand with the fundraising to improve spaces in schools, hospitals, hospices and an orphanage for example to something stimulating, colourful, fun and sensory for the children who use the space - based on the local Merlin brand. These projects typically cost around £25,000 and are aimed at bringing the magic of Merlin attractions to the community spaces.
As set out in Section 2.3, Merlin is working on a number of specific targets to meet its ESG Strategy aims and under the organisation’s Inspiring People pillar Merlin
outlines its ambition to support Merlin’s Magic Wand’s aim to have a Magic Space in the community of every Resort and Mega Cluster by 2023.
The Magic On Tour programme - funded by Merlin’s Magic Wand - is a proactive programme that takes the magic of Merlin’s attractions into communities across the country. The physical scheme started back up again after previously taking a break over the COVID-19 pandemic, where it was switched to an online virtual programme. This involved a live streaming of the animal welfare teams looking after the animals in Merlin zoos and SEA LIFE aquariums and sanctuaries. This kept Magic On Tour alive while the country was isolating.
Merlin sponsors the Black Talent Awards. Evenfields Careers - the creator of the awards - is a connector of Black talent and inclusive employers in the UK. Since 2019, the grassroots
organisation from the West Midlands has been using diversity recruitment and communications to help job seekers from diverse communities, particularly black and ethnic minorities.
Senior and experienced Merlin colleagues also work with the Awards to help advise and judge them but also to speak to key senior leaders enquiring as to how Merlin can support particular groups.
This partnership led Merlin colleagues to establish a partnership with Birmingham City University, with senior staff members lecturing University students on what the true diversity of organisations should look like and what the students can expect from employers.
The Raheem Sterling Foundation envisions a world where young people will always have the support, they need in the pursuit of improving their opportunities, their future careers and their quality of life.
3.14.4. | Partnership with the Raheem Sterling Foundation
Raheem Sterling, growing up in Brent close to Thorpe Park, faced many challenges and barriers throughout his life. Now a well-renowned and respected leading professional footballer, Raheem Sterling set up the Raheem Sterling Foundation, and closely partners with Merlin to give back to his community and similar areas across the UK.
The Raheem Sterling Foundation envisions a world where young people will always have the support they need in the pursuit of improving their opportunities, their future careers and their quality of life. Through his charitable organisation, Raheem Sterling is dedicated to helping those from disadvantaged backgrounds break down barriers to success, find their voice, and realise their true potential in the world.
Taking inspiration and knowledge from Raheem’s life journey, the foundation believes that breaking down barriers to social mobility is a process of selfdevelopment that begins with education, igniting empowerment which progresses into opportunity.
Its mission is to empower and invest in young people to improve access to education, create employment and improve social mobility. The Raheem Sterling Foundation supports youth education projects, whether through formal instruction or vocational support, collaborating with businesses, and funding appropriate initiatives that create pathways for those who strive to succeed.
3.14.5. | WiHTL Collaboration
Merlin has also established a collaborative partnership with Women in Hospitality, Travel & Leisure (WiHTL). This is a community organisation devoted to increasing diversity and inclusion across the hospitality, travel and leisure industries.
Its mission is to support companies across Hospitality, Travel, Leisure, and Retail to create diverse and inclusive environments and to positively impact 5 million employees globally by 2030.
In recent years, Merlin has witnessed an increase in visitors with additional needs. In response to this evolving landscape, the company has remained resolutely dedicated to evolving and being attuned to the diverse needs of its guests by actively soliciting feedback and continuously reevaluating its facilities and operational procedures.
It aspires to become the preferred choice for visitors with additional needs seeking quality attractions. To realise this objective, it is committed to the following key organisational strategies:
- Equipping teams with the requisite training to ensure that they can provide the highest level of support.
- Establishing accessible environments that facilitate a welcoming and inclusive experience for all.
- Affording guests access to comprehensive information that empowers them to plan their visits with confidence.
These measures are underpinned by a comprehensive accessibility policy and an unwavering adherence to global standards and best practices.
Taking advantage of a wealth of knowledge and lived experience amongst the global Merlin teams the organisation established its ‘Internal Intel Group’ to share these lived experiences, including valuable insights into how it can further change and develop accessibility at its attractions.
The Accessibility Internal Intel Group has already helped to support, inform and guide future improvements. Together with the Merlin Magic Making and attraction teams, the group will continue to help drive meaningful changes to help create magical Merlin experiences that are accessible and fun for all.
In support of its commitment to deliver for every guest, Merlin is a member of the Valuable 500: a global initiative to raise awareness and unlock the business, social and economic value of people living with disabilities across the world. In addition to reinforcing the commitments set out above, Merlin’s membership of the Valuable 500 also sees the business pledging to other actions, including the roll out of Changing Places toilets across key attractions. It has also committed to actively review customer feedback to inform and influence innovations and adjustments at existing attractions.
Merlin, in its focus on delivering for visitors and colleagues with disabilities, is an active member of the Business Disability Forum, which helps organisations become fully accessible. It works closely with them to drive continual improvements and support and utilise their advice service and training courses.
It wants its teams to feel confident when welcoming guests, whatever their individual needs may be.
Diane Lightfoot, Chief Executive Officer of the Business Disability Forum, said of Merlin: “At the Business Disability Forum we are delighted to work with the dedicated team at Merlin Entertainments to continuously improve the accessibility of their business”.
Merlin’s involvement in the Business Disability Forum complements its membership of the Valuable 500, including the commitment to encourage people with disabilities to join and grow with Merlin as employees.
In April 2024 Merlin unveiled a groundbreaking initiative aimed at furthering accessibility and support within its global workforce. Embarking on its journey to redefine the standard of inclusivity, Merlin launched the Autism Partnership: a collaborative endeavour dedicated to championing neurodiversity and providing comprehensive support mechanisms for individuals with autism.
In alignment with Merlin’s overarching vision of becoming the greatest place to work and play, the Autism Partnership represents a pivotal step towards ensuring that all individuals, regardless of neurodiversity, can fully participate in and enjoy the myriad experiences offered by the organisation. Composed of a select group of passionate Merlin personnel, this dedicated team has spearheaded the establishment of an innovative support framework, underscored by a newly developed SharePoint platform exclusively devoted to tools and videos which support neurodiversity.
In a landmark event held during April 2024, coinciding with Autism Awareness Month, the Autism Partnership officially launched its internal resource hub. This milestone occasion saw colleagues with firsthand experience of autism unite to cultivate a nurturing environment within Merlin, with a dual focus on offering invaluable support to the company’s 28,000 teammates worldwide and fostering a culture that embraces and celebrates neurodiversity in all its forms.
Through the concerted efforts of the Autism Partnership, Merlin Entertainments reaffirms its unwavering commitment to fostering an environment where every individual is empowered to thrive, and where diversity is not merely acknowledged, but embraced as a cornerstone of organisational excellence. As Merlin continues to set new benchmarks in inclusivity and accessibility, the Autism Partnership stands as a testament to the company’s enduring dedication to creating connections and memorable experiences for all.
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.
Now more than ever, amidst challenges such as the rising cost of living and global trade tensions, collaboration between the public and private sectors is essential to address barriers to opportunity effectively. Externally, partnerships across the public and private sector are critical to place-based regional collaborative development.
The introduction of Purpose Goal 15 underpins the importance of collaborative efforts as a wider enabler to boost opportunity at every stage. By fostering strategic alliances with unions and citizens assemblies, organisations can tap into diverse talent and perspectives, ensuring initiatives are grounded in the real-world needs of communities.
Effective partnership with unions is critical for organisations and sectors to ensure a diverse and inclusive range of views is represented internally. It is, however, not the only form of employee collaboration. More and more organisations are beginning employee voice representative assemblies and groups, allowing colleagues to have more of a direct say in specific policies and workforce conditions. Research by the CIPD found that employers are finding effective employee voice mechanisms are contributing to increased trust, innovation, productivity and organisational improvement.
Effective partnership with unions is critical for organisations and sectors to ensure a diverse and inclusive range of views is represented internally.
3.15.1. | Partnering with specialist organisations
Merlin delivers widely against Purpose Goal 15 through partnerships with a diverse array of specialist organisations, leveraging their expertise to drive positive change in various areas.
One partnership is with the Brixton Finishing School (BFS), an organisation dedicated to diversifying the media and advertising industry. Through this collaboration, Merlin supports BFS’s mission of empowering individuals from underrepresented backgrounds. By providing ten weeks of intensive training in digital skills and creative thinking, Merlin enables participants, including multicultural, workingclass, female, and neurodiverse individuals, to access opportunities within the creative sector. This partnership not only addresses industry diversity challenges but also aligns with Merlin’s commitment to fostering inclusion and equal opportunities.
Continuing its partnership work on inclusion, Merlin has joined forces with the Valuable 500, a global initiative promoting disability inclusion across the business world. Through initiatives like Merlin’s Magic Wand and the implementation of inclusive design principles, Merlin strives to create accessible and welcoming environments for all guests, regardless of their abilities. The company’s commitment to disability inclusion is further demonstrated by its support for Merlin’s Magic Wand. Merlin’s participation in the Valuable 500 not only underpins its dedication to inclusion but also positions the company as a trailblazer within the leisure industry.
Merlin’s partnership with PurpleSpace further displays its dedication to championing and delivering diversity and inclusion within the workplace. By hosting events and engaging with organisations like PurpleSpace, Merlin champions a culture of inclusion and empowerment for all employees. The organisation’s participation in the #PositivelyPurple movement and its support for disability resource groups worldwide demonstrate its commitment to fostering a diverse and inclusive workplace culture.
Merlin has also recently renewed its partnership with RAMCO, a sustainability specialist, to tackle surplus equipment and waste management across its attractions. RAMCO’s expertise in sustainable solutions has enabled Merlin to repurpose surplus materials, reduce waste, and minimise its environmental footprint. Notably, RAMCO’s involvement has facilitated significant cost savings for Merlin, allowing the company to reinvest in its attractions and further improve guest experiences. This partnership exemplifies Merlin’s proactive approach to environmental stewardship and responsible resource management, as displayed by the reduction of plastic waste and the phasing out of single-use plastics across its attractions.
Merlin’s partnership with Coca-Cola Great Britain highlights its continued commitment to environmental sustainability. By incentivising recycling through discounted entry to attractions, Merlin encourages visitors to reduce their environmental impact and promote sustainable practices. This initiative builds on Merlin’s broader efforts to minimise plastic waste and promote recycling across its attractions.
Merlin also collaborates with Yoto and the SEA LIFE TRUST to educate children about marine conservation through interactive audio content. By extending the reach of educational initiatives beyond its attractions, Merlin fosters a sense of environmental stewardship in the next generation. The partnership’s alignment with Merlin’s conservation efforts, such as its support for marine animal welfare and habitat conservation projects, displays the company’s dedication to environmental education and sustainability.
In supporting employee well-being, Merlin has partnered with Macmillan Cancer Care to provide resources and support for colleagues affected by cancer. Through initiatives like Cancer Buddies and online resource hubs, Merlin creates a supportive network for employees during challenging times. This partnership reflects Merlin’s commitment to caring for its team members and fostering a supportive workplace culture, as evidenced by its provision of dedicated training for colleagues to become specialised Cancer Buddies.
Across the UK, Merlin’s sites regularly interface with the public sector – particularly Local Authorities (councils) and Local Visitor Economy Partnerships.
With councils having responsibility for a broad range of policy areas, such as economic development, transport, the environment, children’s services, planning and licensing, our attractions work constructively to contribute to local priorities. As major local employers, Merlin’s sites are often well placed to support initiatives to provide pathways into work for care leavers (such as through the Merlin Illuminate programme) and other hard-to-reach groups who the council may play a role in signposting to local opportunities.
We are also looking at how we can contribute to local sustainability objectives (given that a number of councils have declared a climate emergency and have adopted an Environment & Climate Strategy (or similar) to respond to this.
LEGOLAND Windsor Resort is currently finalising a Memorandum of Understanding (MoU) with the Royal Borough of Windsor & Maidenhead, which will set out how both parties will work together to pursue a number of shared priorities to make the local area an even more attractive place to live, work and visit.
This framework will place a particular focus on how the Resort will contribute to the Royal Borough’s economy and community, seeking to sustain and increase the extent of the positive impact – including through further investment and diversification. The MoU will highlight how the Resort will provide additional employment and training opportunities, supporting the Council’s commitment to equality, diversity and inclusion for all residents by helping to remove barriers to participation, particularly for those from hard-to-reach groups. It is proposed that a number of working groups are set up to concentrate on delivering shared priorities.
As major local employers, Merlin’s sites are often well placed to support initiatives to provide pathways into work for care leavers
It is anticipated that the MoU will be adopted by early summer, and should this be successful, Merlin may explore entering similar agreements between other major UK sites and local authorities – to build on existing collaborative working relationships.
With council-backed Destination Management Organisations playing a leading role in promoting places –and with many of these coming together into sub-regional Local Visitor Economy Partnerships – Merlin’s sites are continuing to actively contribute to these efforts to encourage visitors to increase their dwell time and spend in the wider local areas. From Blackpool to Cornwall, UK sites play a key role in supporting local and regional efforts to attract and retain visitors, with Merlin personnel actively participating in these organisations.
3.15.3. | Place-based Partnership in Blackpool
A critical underpinning of Merlin’s presence in Blackpool, as outlined in section 3.3.2, is purposeful aim to boost the local economy and deliver for residents through partnership with specialist organisations across all sectors.
Merlin partners with Blackpool Sixth Form to deliver work experience opportunities to college students. It also collaborates with Blackpool FC Community Trust on getting young people into the workplace. The cluster also supports a number of local charities, one of which includes Boathouse Youth.
Merlin has also partnered with Blackpool Council to help create ‘Friends for School’. Ten managers within Merlin were matched with one student in a local primary school where they helped to support and mentor until the student finished secondary school. These students were each from under-resourced backgrounds and areas with significant
barriers to opportunity. Merlin has also helped Friends for School partner with Blackpool General Hospital. The Hospital employs 8,000 people and, as a key anchor institution in the area, can deliver even further opportunities and guidance to young students across Blackpool’s primary schools.
In its continued partnership with Blackpool Council, Merlin is partnering with the Council and other tourism operators to lead on a scheme that offers strategic work placements in some of the UK’s most iconic tourist attractions to underresourced young people. The Blackpool Resort Ambassador Academy utilises Government Kickstart funding to establish the scheme. The academy, which will be open to young people aged between 18 and 24 who are unemployed and claiming Universal Credit, will provide placements over the summer and autumn tourism seasons. Critically, Blackpool currently has the highest rate of 18–24-year-olds claiming Universal Credit – 1,730 – at 16.2%.
The six-month placements, across Blackpool Tower, Madame Tussauds, SEA LIFE, Blackpool Zoo, The Grand Theatre, Winter Gardens Blackpool, Pleasure Beach, Blackpool Transport and Blackpool Sandcastle Waterpark, will give young people the opportunity vital experience as they are mentored by some of the most professional and respected people working in the tourism industry.
In addition to the placement, every young person joining the Academy will also receive industry linked NVQ training and their own one-on-one Kickstart Coach to support them in work and to find their next job.
The scheme, which is backed by Blackpool and The Fylde College and Blackpool Council, launched in July 2021 with an initial 92 ambassadors.
Critically, Blackpool currently has the highest rate of 18–24-year-olds claiming Universal Credit.
As
a national and global leader in entertainments destinations and sites, Merlin is committed to having a positive impact in relation to all of its attractions.
In its partnership with the Purpose Coalition and its work against the Purpose Goals, Merlin Entertainments has pioneered a social impact survey. The organisation has undertaken a comprehensive proactive survey of its UK, asking leaders at the attractions for examples of best practice against the Purpose Goals.
This leading approach has offered an in-depth view of a best practice from Merlin locations across the UK as well as identifying areas where the organisation as a whole could go even further.
4.1. SEA LIFE aquariums and sanctuaries
Across its various locations SEA LIFE’s initiatives converge around key themes, each addressing specific Purpose Goals while contributing to a broader vision of inclusion, sustainability, and economic development.
At its core, SEA LIFE recognises the importance of early exposure to marine life and educational experiences for young learners – meeting Purpose Goal 2. Through special rates for adults and toddlers and interactive exhibits tailored for children, such as those in Scarborough, SEA LIFE fosters curiosity and knowledge from a young age.
The National SEA LIFE Centre at Birmingham also extends its educational efforts by providing curriculum-based education for school children, including those with special needs, in collaboration with organisations like Acorns Hospice. Similarly, sites like SEA LIFE Hunstanton and SEA LIFE Loch Lomond offer educational visits and fundraising activities
for local schools, emphasising community involvement and support for positive learning environments.
As young visitors transition into adulthood, SEA LIFE continues to support their educational and career journeys – Purpose Goal 3. Through partnerships with universities and colleges, SEA LIFE offers work experience opportunities, empowering students to pursue careers in animal care and related fields. SEA LIFE Brighton and Scarborough, for example, provide reduced rates for school groups and plans to offer complimentary tickets to Ukrainian refugee groups, widening access to educational experiences and opportunities.
SEA LIFE aquariums and sanctuaries actively provide opportunities for teammates to pursue training and career progression, aligning with Purpose Goal 4. Whether through apprenticeships, on-site and off-site training, or career mapping, SEA LIFE ensures that its staff have access to the guidance and resources needed to develop their skills and advance in their careers. From Birmingham to Scarborough, the commitment to supporting employees’ professional growth underscores SEA LIFE’s dedication to providing the right advice and experiences for their team members.
In creating inclusive spaces for both guests and employees, SEA LIFE embraces diversity and fosters a culture of acceptance and respect. Initiatives such as autism-friendly mornings, quiet rooms, and the Sunflower lanyard scheme ensure that everyone, regardless of ability or background, can enjoy and contribute to the SEA LIFE experience. Additionally, efforts to celebrate diversity through events and inclusive practices reinforce SEA LIFE’s commitment to equality and inclusion – Purpose Goal 14.
As well as fostering a sense of belonging, SEA LIFE actively supports the wellbeing of its staff and guests – Purpose Goal 8. Mental health support initiatives, such as mental health first aiders, wellbeing breakfasts, and drop-in sessions, create a supportive and healthy workplace environment. SEA LIFE also engages with local businesses, supports local initiatives, and contributes to the local economy through partnerships and collaborations, fostering enterprise and community growth – Purpose Goal 9.
Sustainability is critical to the existence of SEA LIFE as an organisation. As such, it implements measures such as solar panel installations and energy-efficient equipment, contributing to Merlin’s wider commitment to reducing its carbon footprint and promoting environmental stewardship – Purpose Goal 13.
The Blackpool Tower (which hosts a number of Merlin attractions) takes a comprehensive approach towards community engagement and education, intertwining various initiatives to achieve broader social impact.
The Gruffalo & Friends Clubhouse attraction is aimed at children aged five and under, promoting physical, emotional, and mental development through interactive educational play and book reading – Purpose Goal 1, Strong Foundation in Early Years. The Blackpool Tower team also provides numeracy and literacy support to local organisations and council departments, emphasising the importance of early learning and educational support – Purpose Goal 2.
Further downstream in a young person’s development, The Friends for School programme pairs local children with volunteer mentors from The Blackpool Tower’s management team, supporting them through the transition to secondary education and beyond – Purpose Goal 3.
The Blackpool Tower offers recruitment support for care leavers, guaranteed interviews, and work experience opportunities, aiming to empower young people and support their journey into adulthood. Initiatives like Tea with Kate provide one-to-one career guidance sessions,
fostering mentorship relationships and providing stepping stones for career development – Purpose Goal 4.
The Blackpool Tower also engages in mentoring, work experience programmes, and partnerships with local colleges and organisations to provide practical advice and pathways to employment for individuals at various stages of their careers. With an inclusive recruitment process and a focus on internal promotion, The Blackpool Tower ensures fair career progression and opportunities for all team members – Purpose Goal 5.
The development of a bespoke career progression framework and a wide range of apprenticeship schemes further supports employees’ growth and advancement within the organisation. Through initiatives like wellbeing weeks and partnerships with advisory services, The Blackpool Tower promotes financial literacy and wellbeing among its team members, ensuring they have access to essential support and resources when needed – Purpose Goal 6.
Internally, The Blackpool Tower provides support through initiatives like the Merlin Pantry and mental health support groups, fostering a supportive and healthy work environment. Externally, partnerships with healthcare organisations and community initiatives demonstrate a commitment to promoting wellbeing beyond the workplace – Purpose Goal 8.
By prioritising local procurement and participating in destination marketing campaigns, The Blackpool Tower contributes to the economic development of the local community, creating opportunities for growth and sustainability – Purpose Goal 9.
Through involvement in digital strategies and partnerships with local transport providers, The Blackpool Tower works to reduce digital inequality and improve access to opportunities within the community – Purpose Goal 10, Closing the Digital Divide and Purpose Goal 11.
The attraction is not only an anchor institution in terms of local economic and social impact, it also prioritises the environment more widely. As a zero to landfill business, The Blackpool Tower demonstrates a commitment to environmental sustainability through energy-efficient practices and waste reduction initiatives – Purpose Goal 13.
4.3.
In-line with the Purpose Goals, The Dungeons attractions prioritise community engagement and the delivery of social impact for its colleagues, its visitors, and the wider community.
Despite the minimum age requirement of 5 for visitors, The York Dungeon actively engages with children through Halloween Walking Tours and charitable partnerships, such as distributing gifts at York Hospital during Christmas. The Edinburgh Dungeon also extends its reach by hosting performances at local children’s hospitals, bringing entertainment and joy to young patients in need – Purpose Goal 1.
These initiatives aim not only to entertain but also to inspire. The Dungeons in both York and London explore options like drama workshops and Walking Tours for school visits, seeking to foster creativity among children, particularly those from disadvantaged backgrounds – Purpose Goal 2. Similarly, in Edinburgh, technical teams undergo specialised training, ensuring actors and team leaders are equipped with skills relevant to their roles.
The commitment to staff welfare is evident in all locations. Essential resources, such as a stocked cupboard with essentials and complimentary breakfasts, support financial wellbeing – Purpose Goal 7, Widening Access to Savings, Responsible Credit, and Financial Inclusion. Mental health support is also prioritised, with trained first aiders and open-door policies fostering a culture of care and communication among team members – Purpose Goal 8.
Extending its impact beyond its sites, The Dungeons actively collaborates with local partners, offering combined tickets with bus companies and restaurants, promoting economic growth within the local community. Leadership involvement in tourism advisory boards and chambers of commerce further strengthens ties with the local economy – Purpose Goal 9.
In terms of infrastructure and sustainability, The Dungeons sites across the UK have displayed efforts to improve public transport awareness and reduce energy consumption demonstrate a commitment to environmental stewardship – Purpose Goal 12, Building Sustainable Communities and Purpose Goal 13.
’The SEA LIFE TRUST (supported by Merlin) is - through its Cornish Seal Sanctuary – deeply committed to supporting early years education and addressing the development gap faced by disadvantaged children. Recognising the importance of providing opportunities for children to develop language, literacy skills, emotional intelligence, and social relationships from a young age, it actively supports Purpose Goal 1 through various initiatives.
The Sanctuary is designed as a family-friendly educational attraction where visitors of all ages, including children as young as 0, can learn about marine environments and interact with captivating animals up close. It also offers very affordable annual passes specifically targeted towards local families, ensuring that financial constraints do not hinder access to educational experiences at the sanctuary. This allows families to visit as often as they wish and participate in daily educational talks and activities.
On Purpose Goal 2, The Cornish Seal Sanctuary provides comprehensive education programmes tailored to schools, offering workshops and activities focused on marine conservation and wildlife protection. To ensure accessibility, it conducts outreach initiatives by visiting schools and educational institutions to deliver talks, strategically inclusive of young students from disadvantaged backgrounds.
It is also displaying best practice against Purpose Goal 3. The SEA LIFE TRUST supports young people in making positive choices and achieving their full potential post-16. It achieves this by offering work experience programmes tailored to young people 16 and over, collaborating with local organisations to promote opportunities, conducting recruitment initiatives to attract individuals from diverse backgrounds, participating in schemes like WorkFit, and providing ongoing skills development and training opportunities for employees.
The Trust more widely recognises the importance of providing access to career advice, mentoring, and work experiences to support social mobility. Initiatives include career development and training for employees, offering work experience opportunities, upskilling and people development programmes, and transparent communication about future opportunities within the organisation – Purpose Goal 4.
Its work against Purpose Goal 5, displays a Trust-wide commitment to promoting open opportunities and inclusive recruitment practices. It achieves this through participation in local career fairs, partnerships with strategic schemes, and promotion of careers in school workshops, ensuring that recruitment practices are accessible to individuals from all backgrounds.
Once within the Trust, the Cornish Seal Sanctuary also ensures colleagues are able to get on and progress. It supports ongoing personal and professional development for employees through personal development plans, learning and development opportunities, internal development programmes, and a low staff turnover rate –Purpose Goal 6.
Critically the SEA LIFE TRUST is deeply committed to supporting the health and wellbeing of employees and the wider community. Initiatives include employee mental health support, social engagement and team building, inclusion of diverse workforce, support for local NHS and care workers, and physical activities and social engagement – Purpose Goal 8.
Beyond wellbeing and social contributions to the community, the SEA LIFE TRUST Cornish Seal Sanctuary also contributes to supporting local businesses and economic growth by promoting local attractions, supporting local suppliers, providing economic benefit to the local community, and employing local residents – Purpose Goal 9. It also advocates for better connectivity and provision of transportation infrastructure through lobbying for better public transport, promotion of sustainable travel, employee initiatives, and success with the cycle-to-work scheme – Purpose Goal 11.
Purpose Goal 13 is a critical underpinning to the Trust’s purpose across its work at the Cornish Seal Sanctuary. On the ground, it is committed to supporting the transition to a net zero version of Britain and promoting sustainability. Initiatives include carbon footprint reduction, renewable energy generation, biodiversity conservation, waste management and recycling, tree planting and landscaping, and support for local environmental initiatives.
The SEA LIFE TRUST is dedicated to promoting diversity and inclusion both within its workforce and among its visitors. Initiatives include diverse leadership roles, inclusive hiring practices, accessibility initiatives, support for staff with accessibility needs, and inclusive activities and experiences – Purpose Goal 14.
Chessington World of Adventures Resort (CWOAR), a resort theme park, is deeply engaged in supporting the local community through a variety of initiatives aimed at youth development, community engagement, sustainability, and inclusion.
Among its notable programmes is the Junior Citizenship Scheme (JCS), a collaborative effort involving multiple agencies such as the Royal Borough of Kingston’s Children Services (AfC) Team and the Metropolitan Police – Purpose Goal 2.
The annual event, tailored for all year 6 children in the Kingston Borough, reaches over 1,800 pupils from 30 different schools. Its overarching goal is to equip these young citizens with essential life skills and safety awareness as they transition into secondary school and beyond. Through eight engaging scenarios, including role-playing exercises, children learn about topics ranging from stranger danger awareness and CPR to drugs and alcohol awareness and fire safety. Led by CWOAR staff, the animal welfare group provides valuable insights into wildlife awareness and responsible practices.
Utilising CWOAR’s restaurant spaces, the JCS allows groups to navigate through scenarios independently, fostering practical independence skills among participants. The scheme’s impact extends beyond the event itself, with each child receiving a certificate of attendance to initiate discussions with parents or carers about the day’s learnings.
Another significant initiative at CWOAR is the Enrich Reintegration Programme, conducted in partnership with Achieving for Children (AfC). This six-week programme offers vulnerable young people the opportunity to work with the Resort’s zoo team, providing practical skills training and increasing employability and selfconfidence. Supported by feedback and ongoing evaluation, the programme has demonstrated positive transformations in participants and receives full support from AfC, Kingston Police, and CWOAR.
CWOAR also extends support to local schools by offering spaces for off-site GCSE revision sessions and educational tours of hotel kitchens for catering students. These initiatives align with the Resort’s commitment to promoting Positive Destinations Post-16+, Purpose Goal 3.
Looking ahead, CWOAR aims to expand its internship and apprenticeship programmes, providing opportunities for young people in various fields such as engineering and hospitality. The Resort prioritises employee development through mentoring programs, training sessions, and mental health support networks, fostering a culture of continuous learning and growth – Purpose Goal 6.
Internally, CWOAR demonstrates a strong commitment to environmental sustainability and inclusion. Initiatives including EV charging points, LED lighting installations, and solar panel projects reflect the Resort’s dedication to reducing its carbon footprint – Purpose Goal 13.
CWOAR has appointed an Accessibility Manager to improve accessibility across the resort, ensuring a welcoming environment for all guests and staff. From providing sensory care kits to offering adaptable training materials, the Resort actively promotes diversity and inclusion in all aspects of its operations.
In 2011, CWOAR launched the Chessington Conservation Fund. This was set up to raise money to help protect the future of nature and wildlife through conservation work and education at Chessington Zoo in Surrey, in the local community and worldwide.
In conclusion, Chessington World of Adventures Resort plays a pivotal role in fostering youth development, promoting sustainability, and championing diversity and inclusion within the local community –
Thorpe Park is deeply committed to delivering social impact and fulfilling Merlin’s purpose on-the-ground.
In alignment with Purpose Goal 2, Thorpe Park partners with Pathway CTM – a leading early careers support service for underrepresented young people – to offer employability skills training, career events, and work experience opportunities for young people. By collaborating with local schools, the park showcases career prospects within Thorpe Park and Merlin, guiding students on the skills required for various roles within the attraction.
Thorpe Park demonstrates its commitment to positive destinations post-16+ through partnerships with organisations like DFN Project Search – a transition to work programme committed to transforming the lives of young adults with a learning disability and autism.
The park recruit’s interns who undergo department rotations and receive classroom learning, supported by job coaches and mentors. This programme not only facilitates a smooth transition into the workforce but also enriches the learning experience for managers and team leaders – Purpose Goal 3.
As part of its delivery against Purpose Goal 4, Thorpe Park’s recruitment team actively engages with local job fairs, universities, colleges, and schools to provide career advice and guidance. They also collaborate with local colleges to facilitate work experience opportunities, particularly in technical services, showcasing career paths for engineers.
Thorpe Park is a regional leader on Purpose Goal 14, proudly sponsoring Pride in Surrey, celebrating the LGBTQ+ community and fostering an inclusive park and workplace environment. The park’s ongoing commitment to LGBTQ+ inclusion has been recognised with awards from Pride in Surrey. Thorpe Park continues to collaborate with Pride in Surrey, seeking advice to improve the sense of belonging for all employees. Internally, Thorpe Park provides additional support and adjustments in the workplace to ensure inclusion and equality for all team members.
4.7. LEGOLAND Windsor Resort and LEGOLAND Discovery Centres
LEGOLAND’s contribution to the survey including, LEGOLAND Discovery Centres (Manchester and Birmingham) and LEGOLAND Windsor Resort, outlines a widespread dedication to delivering social impact and achieving Merlin’s purpose on-the-ground.
In alignment with Purpose Goal 1, both LEGOLAND Discovery Centres offer combined adult and pre-schooler tickets at special rates, providing opportunities for early childhood learning and development. Specific educational sessions in Birmingham and Little Play Times sessions in Manchester cater to under 5s, fostering social and developmental skills through LEGO DUPLO® play principles.
For Purpose Goal 2, LEGOLAND Windsor Resort provides 14 educational workshops covering key curriculum subjects for students aged 5 to 13. The resort also engages in outreach activities, such as creative workshops and magic experiences, to support children who cannot visit the park. Partnerships with local organisations like the Alexander Devine Hospice and Royal Holloway University further contribute to positive experiences and learning opportunities.
LEGOLAND Windsor participates in job fairs and career sessions, forming partnerships with universities, colleges, and employment services to create pathways for young adults. Through initiatives like Ways into Work, the resort provides supported employment services, fostering successful employment stories and hiring individuals from diverse backgrounds – Purpose Goal 3.
Aligned with Purpose Goal 4, LEGOLAND Windsor offers a Reverse Mentoring Programme, enabling diverse individuals to mentor with senior leaders. The resort also supports internal vacancies and progression through dedicated platforms and recruitment systems, promoting diversity and inclusion across all roles.
To achieve fair career progression - Purpose Goal 6LEGOLAND Windsor provides training and development opportunities through talent programmes like ‘Rising’ and ‘Spotlights’, aiming to fast-track underrepresented
talent and encourage career exploration. Partnerships with local colleges and apprenticeship programmes further enhance skill development across the attraction.
Critical to development and wider wellbeing, LEGOLAND Windsor offers financial education courses in partnership with local councils and colleges, promoting financial literacy and inclusion among employees. Initiatives like the Rebel Business School workshops and numeracy programmes support employees in managing their finances effectively – Purpose Goal 7.
Prioritising health and wellbeing - Purpose Goal 8LEGOLAND Windsor is leading through its Diversity, Equity, Inclusion, and Wellbeing Working Group - organising events and activities focused on physical and mental wellbeing. Social events and the LEGOLAND Clubhouse also provide opportunities for networking and support.
LEGOLAND Windsor Resort’s commitment to Purpose Goal 9 involves collaboration with local tourism organisations to promote enterprise and tourism in the area. Partnerships with Visit Windsor and local businesses encourage visitors to explore nearby attractions, supporting the local economy.
To address the digital divide - Purpose Goal 10 – LEGOLAND Windsor Resort provides one-to-one support for employees facing technology challenges and conducts face-to-face inductions to eliminate reliance on online learning.
In alignment with Purpose Goal 11, LEGOLAND Windsor Resort conducts travel surveys to improve transportation options and promotes sustainable practices, including electric car schemes and operational carbon-neutral accommodations.
LEGOLAND Windsor Resort promotes sustainability through initiatives like Kinto, EV charging points, and solar carports, aiming to reduce the park’s environmental impact – Purpose Goal 13.
Delivering against Purpose Goal 14, LEGOLAND Windsor Resort offers sensory spaces and quiet areas within the park to accommodate guests with additional needs.
The Bear Grylls Adventure actively participates in local recruitment initiatives, showcasing career opportunities within the attraction. Many roles offer pathways to qualifications and skills development, with team members encouraged to pursue Merlin-backed apprenticeships for further advancement – Purpose Goal 3 and Purpose Goal 4.
Promoting good health and wellbeing for colleagues - Purpose Goal 8 - is acknowledged as critical to the wider operations of the site. Team members have access to physical exercise opportunities while at work, complemented by regular check-ins, team social events, and onsite mental health support - fostering a supportive work environment.
As a regional leader in Purpose Goal 9 – Extending Enterprise – the site is involved collaboration with partners across the NEC campus to benefit the local community. Participation in the Tourism Steering Committee aims to stimulate tourism, contributing to economic growth and opportunities in the region.
Local infrastructure - Purpose Goal 11 - is improved through engagement with local transport initiatives. Working with the Local Area Committee and advocating for improved transport services reflect The Bear Grylls Adventure’s commitment to accessibility and opportunity for all.
In the pursuit of Purpose Goal 13, The Bear Grylls Adventure implements on-site initiatives to reduce energy usage and promote sustainability. Investment in green capital expenditure and promotion of EV charging points demonstrate a dedication to environmental stewardship.
Cadbury World is committed to contributing to the organisation’s wider social impact approaches.
When assessed against Purpose Goal 2, Cadbury World offers a robust educational package tailored to support all levels of learning, aligning with key stages and curriculum requirements. The attraction also collaborates with educational institutions to ensure the ongoing development of students across all age groups. Schools in need of extra support occasionally reach out to Cadbury World, which will always look to accommodate them, often providing additional free places to facilitate learning experiences.
Focusing on Purpose Goal 3, Cadbury World collaborates with the Bournville Village Trust to advertise available roles through its network of local centres, particularly targeting a wide age range from disadvantaged backgrounds. This initiative has resulted in the successful employment of two colleagues on seasonal contracts.
In alignment with Purpose Goal 4, Cadbury World encourages colleagues to explore development opportunities within Merlin by facilitating work shadowing at other cluster attractions in Birmingham. This initiative broadens horizons and fosters career growth among employees.
With an ethos of open recruitment, Purpose Goal 5, Cadbury World hosts inclusive recruitment days, welcoming individuals from all backgrounds. Prospective candidates are given the opportunity to explore various roles on-site, ensuring they feel comfortable and suited to the positions available.
Purpose Goal 6, is embodied through Cadbury World’s creation of three ‘Step Up’ opportunities, providing colleagues with the chance to learn and challenge themselves in different roles - fostering a culture of continuous growth and development.
Cadbury World places a strong emphasis on mental health and wellbeing, aligning with Purpose Goal 8. Through a comprehensive programme - including mental health buddies and training initiatives - the attraction supports colleagues in managing and addressing mental health challenges effectively.
Outside of outreach and development, Cadbury World is a leading anchor institution in the local region.
Cadbury World prioritises local partnerships and collaborations, supporting nearby attractions like Selly Manor and promoting joint ventures with SEA LIFE to boost tourism and encourage overnight stays in Birmingham – Purpose Goal 9.
It is also committed to Purpose Goal 12, through its close association with the Bournville Village Trust, assisting colleagues in accessing housing opportunities within the Bournville Estate, thus fostering community resilience and stability.
The lastminute.com London Eye, an iconic Merlin attraction, stands as a pillar of social impact, driving change on the ground while aligning with the Purpose Goals.
In line with Purpose Goal 2, The London Eye offers exclusive school rates and free curriculum-linked teaching resources, ensuring accessibility and educational enrichment for students of all backgrounds. It also maintains a number of ongoing partnerships, such as with the Paralympics, demonstrating a commitment to fostering positive learning experiences for young minds.
The London Eye also collaborates with apprenticeship schemes to provide upskilling opportunities for young adults, facilitating pathways into rewarding roles within the attraction. Through initiatives like projects at Brixton Finishing School and university engagements, career awareness and training are extended to diverse communities, empowering individuals to pursue fulfilling careers – Purpose Goal 3.
In alignment with Purpose Goal 4, The London Eye invests in employee development by offering qualifications and training opportunities, such as Level 4 BTEC in Security Co-ordination and Design. Internal profiling and career progression initiatives further empower team members to advance within the organisation, fostering a culture of growth and advancement – Purpose Goal 6.
Diversity and inclusion are central to The London Eye’s recruitment practices. Collaborations with specialist groups focusing on neurodiversity and deaf individuals, as well as partnerships with organisations like the Stephen Lawrence Day Foundation and Show Racism the Red Card outline a commitment to building a diverse workforce that reflects the broader community.
In-line with Purpose Goal 7, Widening Access to Savings and Financial Inclusion, The London Eye offers flexible working arrangements and cross-training opportunities, enabling frontline team members to access additional income and upskill for future career prospects. More widely, the attraction prioritises the health and wellbeing of its team members, as outlined in Purpose Goal 8. Initiatives such as alcohol-free socials, mental health
support, and community engagement events contribute to a supportive and inclusive workplace culture.
Purpose Goal 13 is exemplified through The London Eye’s commitment to renewable energy, LED lighting, and climate advocacy efforts. By championing climate conversation and embracing sustainable practices, the attraction leads by example in mitigating environmental impact.
Purpose Goal 14, as a national icon and symbol of the city, is woven into the fabric of The London Eye’s operations. Inclusive light-up programmes, accessibility initiatives, and cultural celebrations are part of a wider commitment to creating a welcoming and inclusive space for all guests and team members alike. Through ongoing efforts to embrace diversity and promote equality, The London Eye continues to set a standard for inclusive excellence in the attractions industry.
4.11. Madame Tussauds London Madame Tussauds, part of Merlin’s Gateway offer in central London, has been a visitor attraction for almost two centuries – but remains as relevant as ever, regularly updating its wax figures to respond to emerging trends.
In line with Purpose Goal 14, Madame Tussauds has invested in technology to ensure that those with additional needs are still able to enjoy the attraction as fully as possible. This includes a virtual reality option for guests who have mobility issues and cannot access the ride.
Sitting at the heart of the Baker Street Quarter, Madame Tussauds plays an active role in this partnership (a BID) that focuses on making this part of London an attractive and vibrant place to live, work and visit. With other businesses and organisations – through this BID – Madame Tussauds has recently taken part in the Smarter Giving initiative, donating hats and scarves to the Marylebone Project – a local charity supporting homeless women in London.
In line with Purpose Goal 3, the attraction is developing plans to work with local schools to provide support on career paths and job interview / coaching workshops –working with the Baker Street Quarter to deliver this.
This attraction, which forms part of the South Bank Cluster, is described as a brilliantly bonkers, interactive and immersive walkthrough experience, where the whole family can journey through Far Far Away as the stars of the show.
In addition to welcoming young families through its doors all year round, Shrek’s Adventure! also supports the wider local community. For example – in line with Purpose Goal 8 – Shrek and Princess Fiona visited Evelina London’s hospital building to meet children who were there for operations. Princess Fiona took a tour of the wards while Shrek entertained patients with his ogre-antics.
On another occasion, Shrek’s Adventure! hosted a mass hair donation event for the Little Princess Trust, a charity which provides free real hair wigs to boys and girls that have lost their own hair through cancer treatment and other illnesses. In exchange for these donations, complimentary haircuts and stylings were then provided by students and staff from South Thames College Hair Salon, along with a glitter makeover.
As highlighted elsewhere in this report, Shrek’s Adventure! is committed to making the attraction as welcoming as possible to those with additional needs – in line with Purpose Goal 14. The use of British sign language is being extended. In addition, the attraction is working with a number of accessibility groups to explore how to cater more effectively for those with neurodiverse needs. The website now has a dedicated Accessibility Guide, providing helpful information for disabled guests and those with special requirements. This includes a Sensory Journey to help those who are neurodivergent or have additional sensory needs to be prepared for the noises and smells they will encounter when visiting.
Warwick Castle is delivering against the Purpose Goals in its social impact agenda, delivering Merlin’s purpose and ambitions.
In line with Purpose Goal 2, Warwick Castle facilitates educational experiences that integrate with the school curriculum. Initiatives such as free visits for Warwick Primary schools, partnerships with local Private Schools to support state sector trips, and outreach programmes for SEND schools demonstrate a commitment to providing inclusive and enriching learning opportunities. The Castle’s engagement with schools extends beyond the site, with actors and performers visiting classrooms to improve in-classroom learning experiences.
Warwick Castle also provides apprenticeship opportunities and participates in careers fairs, offering valuable pathways for individuals to gain practical skills and experience in a diverse range of roles within the attraction – Purpose Goal 4.
A career development offering characterised by a focus on progression is fostered through initiatives including skill development programmes with external support. By empowering team members to improve their skills and pursue interests outside their core roles, Warwick Castle promotes a culture of growth and career advancement.
Critically, Warwick Castle prioritises the health and wellbeing of its team members, as reflected in Purpose Goal 8. With over 10 onsite mental health first aiders, regular drop-in sessions, and initiatives including bringing in therapy dogs, Warwick Castle creates a supportive and nurturing work environment. It also plans to install showers and bike stores to promote physical health and encourage sustainable commuting options.
Shrek’s Adventure! also supports the wider local community.
In alignment with Purpose Goal 9, Warwick Castle actively engages with the local business community, chairing a local hospitality group and participating in the local chamber of trade. Through workshops, cross-promotional opportunities, and sponsorship of local activities, the site fosters collaboration and shared success within the town, benefiting both visitors and local businesses.
4.14. Alton Towers Resort
Alton Towers Resort, an iconic Merlin attraction, is a key site in delivery of social value to guests, colleagues and communities across the UK.
In line with Purpose Goal 4, Alton Towers utilises the government apprenticeship levy to fund qualifications such as CIPD and ODMA, providing team members with opportunities for professional growth and development.
Ensuring these opportunities are open and fair through Purpose Goal 5, is prioritised through partnerships with organisations like the Armed Forces Covenant, fostering inclusivity and offering employment opportunities to veterans. In collaboration with the Staffordshire Chambers of Commerce to support Ukrainian families seeking employment demonstrates a commitment to diversity and social responsibility.
Prioritising the health and wellbeing of its team members, Alton Towers delivers against Purpose Goal 8 right across its operations. With mental health first aiders in every department, social engagement activities, and an Employee Assistance Programme, the attraction fosters a supportive and nurturing work environment.
In alignment with Purpose Goal 9, Extending Enterprise, Alton Towers champions local businesses by preferring the use of local suppliers, engaging in contra deals, and fulfilling charity ticket requests, thereby contributing to the economic prosperity of the surrounding community.
More widely across the community, Alton Towers delivers against Purpose Goal 11 through a dedication to community infrastructure improvement. This is exemplified through initiatives such as partnerships with D&G Bus to improve local transportation options and car-sharing initiatives during peak seasons, promoting accessibility and reducing environmental impact.
Lastly, Purpose Goal 14, is reflected in Alton Towers’ commitment to accessibility. Sensory guides on all rides and attractions cater to guests with sensory sensitivities, while the use of prosthetics on rides ensures inclusivity for individuals with disabilities.
Merlin Entertainments has established a leading and thoughtful social impact approach. It delivers for its guests, employees, communities, and environments it serves through prioritising positive purpose-led change.
Underpinning its customer focus is Merlin’s ‘Protecting the Magic’ approach, which prioritises guest safety and memorable experiences at its attractions. The organisation carries this underpinning through to its wider customer policy agenda - trailblazing in providing accessible and inclusive experiences for all guests that prioritise enjoyment and wellbeing.
Merlin applies this approach to its colleague development offering and places a strong emphasis on training and professional growth. The company’s dedication to skilled training, apprenticeships, and programmes like the Merlin Leadership Programme signifies its commitment to supporting a skilled and diverse workforce. It also partners with organisations like the Raheem Sterling Foundation and WiHTL to promote diversity and inclusion within the workplace, and to ensure its progression and support offering delivers for all groups. This is also displayed in the organisation’s ongoing work to create a supportive and inclusive atmosphere for veterans and care leavers emphasising its dedication to providing equal opportunities for individuals from all backgrounds.
Merlin also focuses on limiting its impact on and directly conserving the environment through its comprehensive sustainability and conservation initiatives. It has empowered the SEA LIFE TRUST and helped it to establish the SEA LIFE TRUST Beluga Whale Sanctuary
and the Cornish Seal Sanctuary, which is leading the way globally in wildlife conservation and animal welfare. The company is also taking proactive measures to reduce its overall climate impact, investing in renewable energy assets and phasing out single-use plastics.
Through its other charity arm, Merlin’s Magic Wand, the organisation actively works to provide transformative experiences for children facing serious illnesses and disabilities. By facilitating free visits to its attractions and collaborating with various charitable organisations - like The Make a Wish Foundation and The Rainbow Trust - Merlin creates positive and lasting impacts on the lives of vulnerable children. The Magic on Tour programme, adapted over the pandemic, reflects the organisation’s resilience and commitment to continued engagement and support for children in need across the UK.
In summary, Merlin’s approach to social impact outlines an overall organisational commitment to purposeled social good - providing exceptional experiences for its guests, fostering a supportive and inclusive environment for its employees, and making a meaningful contribution to the communities and environments it serves. Through its comprehensive initiatives, Merlin has positioned itself as a global leader in the industry, setting a leading example for socially conscious business practices for all purpose-led organisations.
This report by the Purpose Coalition has explored Merlin’s comprehensive social impact agenda, that is delivering for its visitors, its colleagues, the communities and environments it serves.
Upon benchmarking Merlin’s current best practice against the Purpose Goals in Section 3, the below impact areas for the organisation to go even further in operating as a force for good and breaking down barriers have been identified in the form of strategic recommendations.
To bolster its regional social impact, taking advantage of the wide footprint of its large-scale theme parks and resort parks, Merlin should look to strategically implement a comprehensive Social Impact Action Plan at each of these sites. The Plans should prioritise community representation and inclusivity within the site’s workforce. Building upon the ongoing outreach in Blackpool, Merlin can initiate a formalised pilot programme that serves as a template for other major attractions and regions across the UK.
The Action Plans should focus on fostering opportunities for individuals from lower socio-economic and underrepresented backgrounds, with an emphasis on addressing intersectionality across various areas of inequality and barriers to opportunity. This approach will help create a more diverse and representative staff base, reflecting the communities and visitors frequenting Merlin’s attractions.
To effectively execute this plan, Merlin should consider implementing targeted recruitment initiatives that actively seek out individuals from underrepresented backgrounds. Creating partnerships with local educational institutions and community organisations - akin to the work underway in Blackpool - it can facilitate outreach programmes, providing training and development opportunities for individuals who may not have easy access to traditional career pathways.
Regular monitoring and evaluation of the Action Plan’s progress from empowered social impact leads at each attraction will be crucial to identifying areas for improvement and refining strategies to ensure effective implementation.
Merlin has done impressive work in this area across each of its individual sites, however, a unified pushbeginning in Blackpool - but tailored to the community and owned by the attractions themselves will transform the organisation’s regional social impact.
2 | Establishing a ‘Merlin Charter’
To take the next step in its commitment to the production of social value, Merlin Entertainments should consider the implementation of a comprehensive ‘Merlin Charter’, in collaboration with The Purpose Coalition. The Charter will be grounded in the organisation’s core values and principles, serving as a foundational framework to drive social value across its supply chain and contribute to its ambitious net-zero goal, including scopes 1 & 2, by 2030.
The Merlin Charter will be designed to encompass a set of specific metrics that suppliers must adhere to in order to qualify for Merlin’s Requests for Proposals (RFPs). By ensuring that 50% of the organisation’s overall supply chain expenditure is dedicated to suppliers who align with the Charter, Merlin can effectively amplify its impact on the communities and environments it serves.
The organisation should also look to implement weightings favouring SMEs, social enterprises, and minority-owned businesses within procurement - a key driver of social value
across local communities. In initially starting the process by clearly defining the characteristics of each type of supplier from the current supply chain, Merlin can effectively integrate these definitions into new RFPs and partnerships.
It is recommended that the Merlin Charter be initially implemented with the organisation’s top-tier suppliers in the UK. This pilot phase will allow Merlin to refine the Charter based on real-world feedback and experiences, ensuring its effectiveness and feasibility before rolling it out across other countries. This phased approach will enable Merlin to assess the Charter’s impact and make any necessary adjustments, ensuring its successful integration into the organisation’s global supply chain operations.
By establishing the Merlin Charter and incorporating comprehensive social value-driven criteria within procurement processes, Merlin can not only strengthen its commitment to sustainability but also drive a more inclusive and diverse supply chain, delivering positive social impact to communities across the UK.
To bolster the impact of its affiliated independent charities, Merlin should empower these organisations to take a proactive role in advocating for key campaigns centred on sustainability and early years’ wellbeing for children with disabilities or challenging circumstances. A strategic approach to campaign governance, spearheaded by the Government or Public Affairs team, will enable the charities to lead the charge on critical issues while leveraging Merlin’s brand reputation and global reach.
For instance, the SEA LIFE TRUST, in line with its mission to ‘Protect the World’s Oceans’, can take the lead in running campaigns that raise awareness of pressing environmental concerns, such as sewage water in the UK. By funding crucial projects aimed at addressing this issue, the Trust can not only drive meaningful change but also elevate its profile and impact within animal care and environmental conservation.
Simultaneously, a concerted effort could be explored to amplify the visibility of Merlin’s Magic Wand,
particularly amongst the target audience of children in need. The recent recruitment of a marketing executive offers a valuable opportunity to enhance outreach and engagement strategies, reaching a wider demographic of children facing various challenges.
In addressing the three main challenges, Merlin’s Magic Wand could also prioritise raising awareness of the current challenges for children with challenging circumstances or those living with disabilities - offering policy insights or running campaigns on particular issues.
By empowering its affiliated charities with the resources and support needed to drive impactful policy-focused and awareness-driving campaigns, Merlin can enhance the charity’s contributions to their key issues. This approach not only aligns with the company’s core values but also demonstrates a commitment to making a lasting and meaningful difference in the communities it serves.
4 | Track and set targets for socioeconomic diversity
To advance its commitment to diversity and inclusion, Merlin should explore the tracking and setting of socioeconomic background targets throughout its organisation in the UK.
By implementing a comprehensive approach aimed at encouraging 80% of colleagues to voluntarily declare their socioeconomic background by the end of 2026, Merlin can gain a deeper understanding of its workforce composition and identify potential barriers to socioeconomic diversity.
Publishing the results annually - with a detailed breakdown by work levels - will provide transparent insights into the current status of socioeconomic diversity within the organisation. This practice will not only showcase Merlin’s dedication, diversity and inclusion but will also catalyse meaningful dialogue around specific barriers at all levels of the business.
Drawing inspiration from successful models, such as the BBC’s 25% target for socioeconomic diversity, Merlin can establish ambitious yet achievable goals that reflect its core values and commitment to addressing systemic inequalities. In achieving this through recruitment, Merlin should look to collaborate with the Purpose Coalition’s leading recruitment group - led by talent specialist Adecco - which takes advantage of the wide range of universities in the Coalition.
By focusing on socioeconomic background as a cross-cutting characteristic, Merlin can prioritise intersectionality, and consider various dimensions of diversity, including ethnicity, gender, disability, sexual orientation, and socioeconomic background.
Through this effort, Merlin can contribute to its already inclusive workplace culture through an additional strategic holistic layer in recruitment and progression - actively working towards eliminating barriers to socioeconomic advancement.
The organisation can ensure that employees feel comfortable discussing their needs and accessing appropriate support.
5 | Delivering a holistic menopause approach
The menopause affects 3.5 million women in the UK workforce, and one in four of those consider leaving their jobs because of it. It can impact their performance, productivity, retention, and morale but has too often been a taboo subject that was simply never discussed.
To further improve its already leading colleague wellbeing programme, Merlin should consider joining some of the most innovative purpose-led organisations in developing a comprehensive Menopause Action Plan. In acknowledging and delivering for the specific needs and challenges faced by employees experiencing menopause, Merlin can create an even more supportive and inclusive workplace environment for all colleagues.
The Menopause Action Plan should encompass a range of initiatives, including educational workshops, awareness campaigns, and access to specialised support mechanisms aimed at fostering a better understanding of menopause and its potential impact on colleagues. In providing a supportive network and open communication channels, the organisation can ensure that employees feel comfortable discussing their needs and accessing appropriate support during this transitional phase of their lives.
Collaborating with other purpose-ked experts and organisations with expertise in the menopause can provide valuable insights and best practices to inform the design and implementation of the action plan. By leveraging the knowledge and experiences of these partners, Merlin can tailor its initiatives to address the unique challenges faced by colleagues experiencing the menopause, fostering a more empathetic and inclusive workplace culture.
Merlin should also encourage managers and team leaders to undergo training on how to provide effective support to colleagues experiencing menopause symptoms - strengthening the overall impact of the Action Plan.
Through the implementation of a Menopause Action Plan, the organisation can demonstrate its continued commitment to delivering job satisfaction and wellbeing to a diverse workforce across a range of needs.
