Persimmon: Unlocking Opportunity – Opportunity Action Plan

UNLOCKING OPPORTUNITY

FOREWORDS All too often the backgrounds young people are born into determine where they will end up in life. For young people born into higher income families, they are more likely to progress onto careers with relatively high incomes themselves. At the other end of the scale, for young people born into deprived backgrounds, they’re less likely to progress out of deprivation and into well- paying careers. But it shouldn’t be this way. In 2020 we shouldn’t be able to predict a child’s life chances simply due to the lottery of birth circumstances. I came from a background that I would describe as less privileged. I grew up on an estate in Rotherham and my first economics lesson was when my dad became unemployed during the British Steel closures of the 1970s and 80s. But I was given a lucky break. My own lucky break was going to university, learning a skill as an accountant, and eventually found myself sitting at the Cabinet table in 10 Downing Street. But getting on in life shouldn’t be about simply hoping for a lucky break, it should be about meaningful opportunities being spread more evenly.

Persimmon Homes shares this mindset. As a house builder by its nature it creates opportunities for people to own their own homes for the first time, and creates opportunities throughout its developments, with the creation of jobs on their sites across the UK. Some might stop there and envisage that’s all a house builder has to do. But Persimmon is going further. It is a business that, against the backdrop of a skills shortage across the UK, puts an emphasis on the progression and development of its employees with a purpose-led people strategy. It has focused on having a positive impact on communities through its community work, including Building Futures and Community Champions initiatives. And importantly, Persimmon has been willing to take this further, in developing this Opportunity Action Plan. It’s a business that wants to positively impact communities in line with how it does business every day. After all, now more than ever, businesses that do good are good businesses.

After all, talent is spread evenly across the country, so opportunities should be too. This is why I launched the Social Mobility Pledge. I wanted to bring together a coalition of businesses in Britain that were up to challenging the inequalities of opportunity that still exist. Businesses that lead on connecting up opportunity and tackling the widest opportunity gaps across the country. Following the COVID-19 pandemic, this has never been more important. It is the same young people, from the least privileged groups in society, that have suffered from the pandemic most, both in terms of the immediate public health impacts and the socioeconomic consequences. It is more important now than ever before that businesses put together a plan that considers how their purpose and what they do everyday can have a greater social impact in local communities, and boost social mobility.

Rt Hon Justine Greening Chair, Social Mobility Pledge

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FOREWORDS Dean Finch Chief Executive Officer, Persimmon Homes

I certainly feel the responsibility as CEO of a major employer to remain fully committed to the social mobility drive, undeterred by the ongoing turbulence beyond our business.

Expectations of businesses are changing – and rightly so. Our customers and the communities we directly impact upon expect us to demonstrate our support for wider access to opportunity. And more generally, purpose and profitability have become entwined in a symbiotic relationship that is increasingly the mainstay of business success. We believe a business with purpose is one that turns profit into solutions to the challenges facing both people and the planet. In our own sector, one of the greatest challenges experienced is that of families who are struggling for a foothold on the housing ladder. Demand for business as a force for good has perhaps never been higher. COVID-19 has not only widened the opportunity gap but made inequalities more pronounced in many areas of society. Soaring unemployment and widespread uncertainty have sharpened the need for those organisations with the influence, size, resources and expertise to truly make a difference - to now step up to the plate and put words into action.

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In helping them overcome this barrier we not only create opportunities and skilled jobs, but deliver real social value for our customers and communities. And there is much more besides which we as a business can do – and are already doing – to deliver these outcomes. This will be a vital part of our remit during my tenure as CEO. It is fitting, therefore, that one of my first actions in the role was to launch our partnership with the Social Mobility Pledge and The Rt Hon Justine Greening.

This has been an invaluable opportunity to set out our ambitions, in terms of creating and opening up access to opportunities and our commitment to local communities across the UK. Persimmon strives to be a leader in delivering opportunity as part of our business purpose, and our work with the Social Mobility Pledge will underpin this effort. We are working with the Social Mobility Pledge to test and challenge ourselves, continually improving and addressing gaps where required. In a sector with a strong social mobility record, Persimmon’s work in supporting progression through careers has long stood out. At the end of 2019, over 750 members of our staff were on formal training programmes, which ranged from young apprentices starting their working lives through to people looking to change career, plus existing colleagues keen to improve their skills by adding a qualification to their practical experience. This was across all levels of the business. Meanwhile, two thirds of the managing directors in our operating businesses, and all of the regional management team above them, were promoted into those roles from within. Many of them started with the company some years ago in more junior positions. In our latest “YourSay” employee engagement survey, 96 per cent of our colleagues said they understood how their job contributed to the company’s objectives. This indicates a culture and purpose which is valued by our employees. Clearly such findings are a good starting point, but I know we can go further - and I hope our work with the Social Mobility Pledge will help us do this in the years ahead.

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INTRODUCTION Persimmon Homes Persimmon aims to create and support sustainable and inclusive communities, while maintaining a diverse, talented, engaged and motivated workforce and creating opportunities through home ownership at a range of price points. It has partnered with the Social Mobility Pledge as part of this commitment, to increase its focus on communities with the most significant inequalities across the UK, and building on the best practice it has demonstrated in creating opportunities. Persimmon has demonstrated a wide track record of best practice in addressing many of the aspects of low social mobility across the UK. It is also a story of a company which has created wide talent pipelines into careers for a diverse workforce; and it has led on creating opportunities for first time buyers to achieve the certainty and security of owning their own homes - a crucial part of boosting social mobility. Both, in different but complementary ways, are fundamental pillars to boosting social mobility within the United Kingdom. This report will look to draw on areas where Persimmon has demonstrated best practice and strengths, as well as to help shape its focus on the responsible business agenda, specifically addressing gaps in social mobility across the UK.

Addressing low social mobility and the Opportunity Gap Social mobility is about ensuring that everyone, regardless of their background, has an equal opportunity to get to where they want to be in life. In a society that is socially mobile, every individual has a fair chance of reaching their potential and competes on a level playing field. This is what equality of opportunity really means - where hard work is rewarded fairly, with no hidden barriers or bias.

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However, in today’s Britain, where people start off in life has a disproportionate impact on where they end up, compared to other similar nations1, both in terms of careers and earnings. Evidence shows that, for many young people, the link between the circumstances of where they come from and where they end up is becoming increasingly strong. Disadvantage is becoming entrenched in certain areas of the country, with isolated rural and coastal towns, and former industrial areas becoming particular areas of low social mobility. Young people growing up in these areas of low social mobility have a lower chance of achieving good educational outcomes through early and school years, and have a higher probability of facing employability challenges. Furthermore, the COVID-19 pandemic has taken many inequalities and made them worse2. To begin with, a standard line taken by politicians and commentators was ‘this virus does not discriminate.’ But it has become clear that it does - with many of the groups of people and geographic areas who already faced disadvantage, being hit unfairly and disproportionately by both the health3 and socioeconomic consequences of the pandemic. So the country now has a COVID Opportunity Gap, in addition to the one we already had. This Opportunity Action Plan will show how Persimmon Homes has showcased best practice in boosting social mobility; as well as how it will be working with the Social Mobility Pledge to increase its focus on the least privileged communities going forward.

1. OECD (2018): ‘A Broken Social Elevator? How to Promote Social Mobility’, OECD Publishing, Paris, https://doi. org/10.1787/9789264301085-en. 2. Major, L. Machin, S. (2020). ‘Covid-19 is increasing the divide in life chances between the rich and poor.’ London School of Economics (LSE) 3. Rose TC, Mason K, Pennington A, McHale P, Taylor-Robinson DC, Barr B. Inequalities in COVID19 mortality related to ethnicity and socioeconomic deprivation. medRxiv 2020; 2020.04.25.20079491.

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BEST PRACTICE: BUILDING ON STRONG FOUNDATIONS The Social Mobility Pledge has identified strong examples of best practice in Persimmon’s work in boosting social mobility.

This pertains to its support for local communities, increasing and widening opportunity, and practicing a purpose-led people strategy focused on inclusion and progression. This section details how this has been delivered and provides strong foundations for Persimmon to build on its commitment to boosting social mobility across communities and internally.

SUPPORTING LOCAL COMMUNITIES Encouraging young people to acquire construction and also STEM knowledge and skills is crucial to the UK maintaining its position in an increasingly scientific and technological world. It can also boost social mobility by encouraging young people to pursue construction and vocational disciplines and ensuring the career paths available to them are accessible. Persimmon has demonstrated through its programmes supporting education, engaging with schools, and promoting careers within the construction sector and related industries that it is committed to providing opportunities to young people. This approach helps show them what they could achieve and the careers that could be possible and, in turn, up-skilling young people from less privileged backgrounds.

Persimmon understands that addressing the skills gap, and boosting social mobility, begins by engaging with schools and supporting local communities

At the most fundamental level, it has demonstrated that it understands that addressing the skills gap, and in turn boosting social mobility, begins by engaging with schools and supporting local communities around where the business has a presence.

Construction Ambassadors Programme and School Engagement Persimmon has a programme of school and community engagement activities that are led by its regional networks across the country. The company’s Ambassador Programme aims to empower young people to consider their options beyond school and inspire them into a career in construction and one of the many trade or professional roles within the industry. As part of this programme, Persimmon is setting the objective of helping tackle the stereotypes about females in construction, and promote career pathways into construction for women. This is a sector-wide problem that Persimmon is determined to take on.

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Community Champions Persimmon has a naturally large footprint and close relationships throughout the communities it is building in, which currently reaches over 400 developments in England, Wales and Scotland. The company therefore sees supporting those communities as an integral part of its purpose as a house builder. It is proud to have two key programmes providing financial support for community groups: the Community Champions programmes and Building Futures programme. Through these far-reaching charitable efforts, Persimmon is helping to raise career aspirations outside of its own sector, and contributing to communities where it has a presence. The Community Champions programme was established in 2015 and has already donated over £2 million to 3,000 good causes. Its 31 regional businesses and Plc head office give away 64 donations of up to £1000 every month. Donations of c. £740,000 were made to 770 groups during 2019.

Building Futures The Building Futures competition was established in 2019 and is an annual competition giving away over £1 million each year to support children’s sport, health and education. Of 96 finalists in 2020, Northampton Swimming Club, Sheffield Children’s Hospital Charity and Ringsfield Hall Eco Activity Centre in Suffolk won the most votes in their respective categories, decided by a public vote, and were each awarded £100,000. KD Gymnastics in Newbury (sport), Little Hearts Matter in Edgbaston (health) and North Music Trust at Sage Gateshead (education & arts) were each awarded £50,000 as second place winners. Third place winners each received £20,000 and 87 remaining finalists were each awarded £5,000. The schemes supported by Persimmon are helping to broaden the horizons of young people, giving them more confidence and experiences that might equip them for later in life. They are also engaging children who might face barriers to social mobility when they come to pursue their chosen career. Persimmon’s funding could have an influence in helping them to overcome these barriers. This programme runs in conjunction with Persimmon’s official partnership with Team GB, which it is supporting ahead of and beyond the Tokyo Olympic Games.

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WIDENING ACCESS TO OPPORTUNITIES

A PURPOSE-LED PEOPLE STRATEGY: FOCUSING ON PROGRESSION, DEVELOPMENT AND INCLUSION

Social mobility isn’t just about creating opportunities for less-privileged young people, it’s about helping remove barriers to employment that people of all ages might face at any point in their lives.

At the core of the success of any company is its most fundamental asset - its people. For Persimmon, the social mobility stories within its people matter.

This investment allowed the company to extend the scope and scale of personal and professional development opportunities available to staff across the business.

From its apprenticeship programme being a key entry pathway for school leavers and young adults to progress into a career at the company, particularly for those who choose not to attend university, to its development and progression routes throughout the company, it has demonstrated that business-led up-skilling is the most effective way to boost social mobility and address the skills gap.

Supporting staff along their career journey and path to social mobility is essential in meeting the company’s staffing demands.

While house building is already an incredibly open sector to people from all social backgrounds, Persimmon recognises that there are innovative ways to address the skills gap by looking for new pools of people from different backgrounds: one of these groups includes former servicemen who are progressing into civilian life. Persimmon has demonstrated it is committed to helping veterans of the British Armed Forces progress into civilian employment after leaving the forces. Finding a new career to continue progressing in life after time in the military can be a daunting challenge but many of the skills demonstrated in military life can be applicable to house building and wider construction too. It has done this through its ‘Combat to Construction’ Programme and Upskill to Construction initiative. Persimmon signed the Armed Forces Corporate Covenant which demonstrates its support and commitment to the Armed Forces family. It is an MOD approved employer and works in partnership with the Career Transition Partnership (CTP). Military bodies were well represented on a list of the top 100 social mobility employers in the UK published in 2019. The Ministry of Defence (ranked 35th) the Army (55th) and the RAF (76th) are recognised for their role in providing opportunities to break through social mobility barriers. Within the Combat to Construction Programme, Persimmon pays the real living wage during training, which will lead to a recognised qualification and enable all new entrants to potentially progress to a rewarding career with the company. Participants can learn site trades to become a bricklayer or joiner, which leads to a Level 2 apprenticeship. They work on site and attend a local college or training provider, as well as receiving guidance and coaching from Persimmon’s experienced site-based teams. Fully qualified tradespeople can expect to earn a competitive basic salary with generous production bonuses to recognise their personal contribution.

At the most basic level, social mobility is about creating opportunities. And the scale of this within Persimmon is significant and far reaching, with the company sustaining over 20,000 house building jobs and approximately 30,000+ including its supply chain. Ex-forces personnel have also joined Persimmon’s Site Management Training Programme, where participants can enjoy a blend of internal and external training that includes shadowing an experienced manager and undertaking an HNC and NVQ level 4, which will equip them with the skills to be ready to run their own site in 2 years.

But it’s about more than job creation and recruitment, it’s about up-skilling, creating fulfilling careers and building futures.

If applicants have no prior experience, Persimmon’s three year Trainee Assistant Site Manager programme can offer them the opportunity to gain on-site experience and an NVQ level 3 in Occupational Work Supervision, to launch their career in site management. Again it offers a blend of internal and external training that will provide a thorough introduction to housebuilding.

In the midst of a national skills shortage, filling the roles that are in demand can be challenging, as the supply of those already skilled in work falls below demand across the housebuilding sector and too few young people leave the education system with the qualifications or training in construction.

This demonstrates three things in terms of Persimmon’s commitment to social mobility. Firstly, it has shown it is willing to adopt recruitment practices which open the company up to new talent pools and pathways into house building careers. Secondly, it shows it is willing to be innovative in order to address the skills gap, which is a society wide barrier to social mobility in the UK. Finally, through enabling these new entrants from different backgrounds to have access to meaningful training programmes, with progression pathways into site management or assistant site management, it is serious about connecting people with not only opportunities to careers, but meaningful progression within the company.

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A key factor in this is the ability of employers to listen to and engage with their employees. To improve two-way engagement at Persimmon, the group established an Employee Engagement Panel in 2018, chaired by its Group HR Director. The members of the panel include twelve volunteers from a wide cross-section of employees spanning the business. They meet regularly to canvass opinion and feedback from employees in each panel member’s region. Their feedback complements the annual Employee Engagement Survey which in 2020 indicated an overall engagement score of 80%+, demonstrating that Persimmon’s workforce is supportive of the company’s aims and objectives.

That is why Persimmon is committed to up-skilling and training as a core part of its social mobility strategy. Despite this shortfall, through its apprenticeship programmes and focus on training, it is able to increase the intake and development of talent into the business, satisfying its own personnel needs and aiding social mobility through comprehensive learning and development programmes, and a focus on progression within the company. The company’s latest Sustainability Report shows that almost 15 percent of employees are in structured training programmes. The business also recently increased the size of its HR team by 40 per cent to enhance its ability to support, guide and nurture the development of its employees.

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Apprenticeships and Training Apprenticeships are a crucial stepping-stone into fulfilling careers, and are particularly important as a high-quality alternative for young people who choose not to attend university. Consistency of training is key to Persimmons’ apprenticeship programme which prepares people of all ages for rewarding careers in housebuilding. Having previously operated localised training teams, the company has invested in recent years in a central training function. This enables a structured and effective programme of training throughout the group which delivers a steady stream of new talent into the company. For apprentices, these opportunities are designed to craft a high level of technical ability - and to provide a fast-track onto an exciting career path. Apprentices train on the job alongside tradespeople with a wealth of experience. This ensures knowledge and skills are developed in a practical manner, as the individual progresses towards their qualification.

An approach guided by consistently reviewing standards and improvement In an evolving sector which includes innovations such as modern methods of construction, it’s important that businesses continue to ensure their apprenticeship programmes are keeping up with developments, and ensuring they produce high quality and relevant skills. This is fundamental to why Persimmon consistently reviews its apprenticeship programmes to deliver against these changes demands in a changing sector. One such improvement is the recently-launched Apprentice Master role within the company. Apprentice Masters work on-site, support and mentor apprentices through their training to ensure the most effective development and training as possible. This innovation was introduced following feedback from apprentices, as Persimmon continues to review and improve its apprenticeship programmes for the benefit of apprentices.

High Standard of Outcomes for Apprentices Outcomes for apprentices at Persimmon are promising, and the ethos of progression from apprenticeships to full-time work, either with Persimmon directly or within its subcontractors, are among the best progression rates seen among Social Mobility Pledge employers.

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Apprentices at Persimmon are recruited for a career with the company, not just for their apprenticeship, hence the majority of apprentices go on to become tradespeople at Persimmon or within one of its many subcontractors. The wide range of opportunities includes bricklaying and joinery across all regional divisions of the business. In 2019 the company delivered 14,256 training days to construction workers. It is also heavily involved in the Home Building Skills Partnership (HBSP), a joint initiative of the Construction Industry Training Board (CITB) and the Home Builders Federation (HBF). Persimmon focuses on using apprenticeships to boost progression and wider development, and offers a wide range of professional and office-based apprenticeships which range from intermediate level up to degree apprenticeships at Levels 6 and 7. This has created more opportunities for people to start, or continue, their career with the company, particularly for people who do not want to work on a building site.

Recognition, Collaboration and Thought Leadership on Apprenticeships Persimmon has received accolades for its performance in training its employees. It is a past winner of the Best Training and Staff Initiative at the HBF Innovation Awards for its commitment to developing new talent in the industry. For example, the company has played a leading role in the establishment and oversight of a trailblazer group to develop a new apprenticeship standard for the installation of timber frames. This is a testament to apprenticeship and training delivery being more than just practice, but also requiring responsiveness and thought leadership, which Persimmon is delivering.

Developing and promoting its own talent is a central strand of the company’s staffing approach. It aims to attract the best people, develop them in the best way, support them and encourage their progression and promotion. By doing so while removing unfair barriers faced by people from disadvantaged backgrounds it is contributing greatly to the UK social mobility push.

Progression

An organisation’s ability to nurture career progress can partly be measured by the number of internal promotions it enables. Persimmon has put progression within the company at the heart of its culture. Beyond the promises, the numbers speak for themselves. In 2018 and 2019, there were over 600 internal promotions within Persimmon - among the highest in the housebuilding sector.

Social mobility and people bettering themselves shouldn’t stop at the point of recruitment. It’s important that businesses recognise talent, hard work and encourage progression through promoting talent. As such, advancement through internal progression is one of the most important elements in boosting social mobility - and the best companies are committed to this.

The importance of a culture that promotes from within is reinforced by considering the stark alternative. For if careers lack the opportunity for progression and promotion, and vacancies are consistently drawn from external sources, there is limited incentive for learning and development, and morale within a company can be stifled.

Persimmon is also a member of the 5% Club, a group of businesses that have pledged to ensure at least 5% of their workforce are in ‘earn and learn’ positions at any given time.

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Equality for all For social mobility to thrive, employees and recruitment candidates must only be judged on relevant factors such as skills, potential, attitude and experience. Unfair bias related to background, racial stereotyping, gender or perceived class have no place in a social mobility-supportive environment, and that is why Persimmon has put this at the front and centre of its recruitment strategy, and to ensure an inclusive culture internally.

Persimmon believes that opportunity is not gender or colour blind and is committed to ensuring equality of opportunity across the business, with a number of collaborations and measures implemented as part of its equality, diversity and inclusion approach.

Business Disability Forum Persimmon is a member of the Business Disability Forum, a group of UK businesses that have pledged to work towards removing barriers in business structures that prevent disabled people from entering the workplace, as well as thriving and fully contributing.

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By sharing best practice and thought leadership among over 300 members and partner businesses, the Forum is helping make working environments more open and inclusive for those with any form of disability, and Persimmon is proud to be part of that. Diversity Panel Persimmon has formed a Diversity Panel within the business. Its aim is to shape the future of Persimmon with the right policies and initiatives to help attract more people from underrepresented groups, and to ensure a working environment that is inclusive. It is made up of and led by employees at all levels within the company, who are helping shape Persimmon into the most diverse and inclusive company it can possibly be. Diverse Recruitment

CREATING FUTURES FOR FAMILIES AND INDIVIDUALS Perhaps the greatest story at the intersection of house building and social mobility is the story of a family or an individual owning a home for the first time, and developing homes for first-time buyers is very much Persimmon’s own story. Its business model is centred on creating opportunities for more affordable home ownership than most developers, with a large customer-base of first-time buyers and young adults. Persimmon is a lead player in enabling access to the Government’s Help to Buy scheme, and is the house builder that builds the most Help to Buy homes. The initiative helps first-time buyers onto the property ladder via a five per cent deposit and a repayment mortgage of up to 75 per cent of the value of the property.

Persimmon has recognised that to be a truly diverse company, it needs to reach under-represented groups to begin with. It has begun with ensuring that its vacancies are posted on diversity boards, such as The Diversity Group and Workingmums websites.

The remaining 20 percent of the full purchase price is lent to them by the Government via an equity loan which is interest-free for the first five years of ownership.

This new approach to going further to promoting opportunities to diverse groups has already shown successful results. The diversity of Persimmon’s apprenticeship intake has already increased since this began, with 133 new apprentices joining the company in the year to March 2020, 53 (or 40%) are either from disadvantaged areas, BAME communities, or were learners with learning difficulties or disabilities (LLDD).

These may include areas where there is an abundance of job opportunities – or good transport links to such opportunities.

Persimmon develops homes for first time buyers in areas of the highest need.

Without affordable or first time buyer-friendly housing in these areas, many people are locked out of these opportunities. A lack of convenient access to the best opportunities, therefore, is a potential barrier to social mobility;

strategically placed affordable housing is a powerful tool in removing it. The latest available figures, from 2019, show that 50 percent of Persimmon’s private sales were to first time buyers and 35 per cent were at prices below £200,000. The company has delivered c.78,100 new homes across the UK in the five years to 2019, making a significant contribution to UK housing supply. Overall, Persimmon sold 3,589 affordable homes in 2019, representing 23 percent of sales during the year. The company has also developed a programme of support to assist buyers in navigating the complexities of the mortgage market; and to provide advice on the various Government schemes aimed at making home ownership more accessible. Meanwhile, access to the property ladder also aids social mobility in the long term, by enabling people from disadvantaged backgrounds to secure their financial future and build up their wealth over time. Indirectly, Persimmon is also improving the UK environment for social mobility through its support of better internet connectivity. The company ensures that all new sites benefit from the very latest fibre optic connectivity. Faster and reliable internet access, especially in rural areas, is a catalyst for productivity, business growth and opportunity creation. Of course, social mobility is also being driven by Persimmon in the construction process itself. The group’s developments bring new jobs into local communities and open up a pathway to flourishing careers, via apprenticeships and other training routes.

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CASE STUDIES Few stories are better told than by those who’ve experienced it themselves. Social mobility is more than just a concept - it’s about people and opportunities. Here Persimmon brings it to life with its employees.

KATELYN DAVIES Hailing from Wakefield in West Yorkshire, Katelyn is a hardworking individual whose enthusiasm for learning new skills and gaining new experiences has earned her a bricklaying apprenticeship with Persimmon Homes. After leaving school, Katelyn enrolled onto a full time bricklaying course with Wakefield College and worked part time for a fencing and landscaping company and, more recently, for Poundland working within the store. Despite undertaking a five week work experience programme with Wakefield District Housing where she shadowed and laboured for a qualified bricklayer one day a week, she still struggled to get an apprenticeship with an employer. Having enjoyed school, Katelyn struggled with some of her studies but feels fortunate that she had supportive teachers who helped her through. Whilst a choice of a career in a construction trade is not always an obvious one for young females, the choice for Katelyn seemed natural. “My grandfather was a joiner and as a child I did lots of projects with him. I think this sparked my interest and originally I wanted to be a joiner but bricklaying called me. “I started at Wakefield College and had completed a year and half of my Level 2 diploma when I was told about the Persimmon Apprenticeship. I decided straight away I wanted to be put forward for it and told the college staff. Once I applied, Persimmon came into the college

and interviewed all of the applicants. We were asked to build a wall for them and I was offered the job a few hours later.” Persimmon’s Construction Director says: “There was some strong competition on the day and we had a hard decision, but Katelyn’s drive, attention to detail and the way she answered the questions I asked, showed me that she had it in her to make a good bricklayer. The one thing we can’t teach kids is how to want to do it, Katelyn showed us that desire and that’s half the battle done.” When asked about her role and how her early experience of site life has been, Katelyn says: “The role has been exactly what I expected, everyone is supportive and we have a laugh. I work with a good team and I enjoy the work I do. Even though Covid shut our site for a while, I was still doing online work for my apprenticeship and I also have been completing my Persimmon apprenticeship log-book.” So having managed to secure an apprenticeship with Persimmon, what’s her plan for the future?

“Eventually I would like to get my NVQ, become a good bricklayer, and progress on to work as a Site Manager. I know that at Persimmon it’s possible for me to do that.”

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WAYNE HAVENHAND

“My aspirations were to become a foreman but when I reached that goal I set my sights higher. I knew it would be challenging, and had seen managers in the role and worked hand in hand with them, and my expectations were definitely correct but it’s been worthwhile. I hadn’t had any formal training in the role and found the transition from foreman challenging. Going from working on a site to wearing a suit and managing people was difficult at first but now I’m responsible for ordering materials, managing costings, and organising and looking after the welfare of 40-50 employees.” The job has also allowed Wayne the confidence and freedom to pursue his own artistic outlet of wildlife photography for which he has won awards.

Born in Sheffield the son of a sign writer, site manager Wayne Havenhand moved to the North East as a child. “My dad was very artistic and used to hand paint signs, but with the modernisation in printing signs he found alternative employment as a miner in Rotherham and later, when my parents split up, we moved to the North East where I was brought up. Wayne attended a comprehensive school but admits academically he didn’t achieve his full potential and left school with few qualifications. After contemplating his next move, like many young men with limited prospects, he joined the Army as a junior soldier at 16. But after 12 months he decided the army life was not for him and left looking for new avenues. After leaving the army Wayne took a job as a labourer for a local company, with one of his first jobs laying block paving on the new Metro shopping centre in Gateshead. Wayne says “the role was easy to get as it didn’t require qualifications or experience.”

“My mantra now is that anybody can be what they want to be as long as they keep at it, and I wish I could go back and tell that 16 year old kid that. This industry offers opportunity - you can come from the lowliest of places and still make it to the top.”

Wayne initially started working on Persimmon sites as a subcontractor and worked with a number of groundworks contractors as a foreman. Becoming known on Persimmon sites, his drive and commitment got the attention of the company who offered him a directly employed role of foreman. After 2 years at Persimmon his commitment and abilities were recognised by the Construction Director and he was offered the role of site manager. Seven years later he hasn’t looked back.

“I’m looking forward to getting my NVQ qualifications in site management and aiming on the next step up-to contracts manager.”

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KATIE DUGGAN

DYLAN BUTCHER

Katie Duggan is a young lady with a target in mind. Recruited as an apprentice just as the Covid situation developed, Katie has nevertheless grown in her role as apprentice joiner with Persimmon West Yorkshire. Hailing from Bramley in Leeds and living at home with her Mum and sister, joinery probably wouldn’t be seen as the obvious career choice for keen dancer Katie. “I knew from a young age that I wanted to work in a trade and originally thought about being an electrician. I spent a lot of my time with my brother working on his bike so I knew I liked working with my hands. I liked the idea of being an electrician. I had watched videos on YouTube and the work looked interesting, and I knew that electricians tended to earn good wages. However, when I went to my college open day I had a presentation about joinery and it sounded interesting, I liked some of the things they had shown us and decided to give it a try.” At school, Katie struggled concentrating and found that she wasn’t given much help with her studies. After not getting the results she would have wanted in her GCSEs, she committed to the sixth form to re-sit her maths and English GCSEs. During this time, she also worked part time as a waitress and volunteered for her school’s drama department, as well as a local gymnastics club and her dance company. Committing to a career in joinery, Katie enrolled on a full-time joinery course with Leeds College of Building in 2019 with the intention of looking for an apprenticeship. That opportunity came in early 2020 when the West Yorkshire Persimmon MD and Construction Director visited the college with Group Training Manager, Paul Curry. Paul says: “We were looking at offering opportunities to those who had already committed to careers in construction but hadn’t been able to secure employment. Leeds College of Building put forward four of their best candidates of which Katie was one. When we visited the college we saw not only the quality of work and her eye for detail, but the way others in the group came to her for advice on what they were doing.”

Having been offered an apprenticeship in March 2020, Katie has settled into site life. “I think the role has been just what I expected, I enjoy what I do and I feel I have fitted in well. Unfortunately Covid means I haven’t been into college yet so I have just been getting training from my colleagues. The main barrier for me was having to complete sixth form to get my maths and English qualifications. “When I started onsite I thought I would get comments because I am female, and at the start I did get a couple, but my site manager put a stop to it. In the beginning the lads I work with tended to give me the easier jobs, but I feel I have proved that I can do what they can do, so now they treat me like anyone else. I don’t think the fact I’m a girl has any effect on it any more.

“I can see a bright future through Persimmon; I want to finish my apprenticeship and spend a few years as a joiner. After that I want to train to be a site manager, my manager has said he thinks I would make a good site manager and it’s definitely something I’m interested in.”

Towards the end of the bricklaying course, the CITB person at the college told me there was an apprenticeship role with Persimmon Homes. I decided I needed to take the chance and was going to try as hard as I could and take it as far as I could. I applied through the college and was very nervous at the interview as it was the first one I had ever had. But I got the job and was very happy.”

Dylan was born and raised in Lowestoft, Suffolk, living with his parents and two siblings. Whilst both Dylan’s parents worked, and were keen for him to work too, the environment outside the home was not conducive to finding employment. Growing up on a council estate with high youth unemployment, there was a poor work ethic and many of his peers resorted to crime such as drug dealing and burglary to make money. At school, Dylan was labelled a ‘problem child’ due to the reputation of other family members.

Dylan has since completed his level 3 apprenticeship and has subsequently been reunited with Darren, who is now Persimmon’s Apprentice Master in the region where he works, and he’s now repaying Darren’s trust in him by mentoring and supporting other trainees and apprentices.

Dylan found it hard to pay attention in class and was not offered any support, instead being moved out of a normal class into one aimed at those with behavioural difficulties. By the end of his academic schooling he was attending school just one day per week.

“When I started with the company I didn’t have any expectations, but now I would like to go to the very top. The next stage would be assistant site manager and I am more than prepared to do qualifications and training needed to get there. If I had any advice for anyone wanting to join Persimmon I would say go for it, if you put in the work it can happen”.

His parents however were supportive throughout and he did get a work experience placement in plumbing, but found it too basic and uninteresting. “The perseverance of my Mum pushed me into a one year Carousel Construction course which introduced me to a range of construction trades. After completing this programme I was recruited onto the full time Bricklaying Diploma by course tutor, Darren Cooper. Due to my school labelling me as a child with behavioural issues, I had extra hurdles to overcome. When I started my bricklaying course one of the tutors told Darren he had made a mistake to take me on. I found it hard at first, but with Darren’s support I was determined to improve and do the best I can”.

“If I was to give any advice to other females wanting to follow my career path it would be go for it, be confident, be open. Ask questions and don’t be afraid to ask for help. If someone is giving you trouble talking to people, don’t be stuck in your shell, you have to talk and be part of the team”.

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ANALYSIS AND INSIGHTS Persimmon is a compelling example of a business with wide pathways into opportunities, acting as a catalyst of social mobility and as a provider of opportunity across the UK. This provides a strong foundation to up-skill young people, and people of all ages, in areas of development. As set out by the Social Mobility Pledge, improving access to the workplace for people from disadvantaged backgrounds is at the core of the social mobility solution. Persimmon actively widens these pathways for access to construction by creating additional talent pipelines for school leavers into its industry-leading apprenticeships. While the business, like many others, has faced some specific challenges in the last two years, it is clear that it has had a commendable focus on developing its talent internally, ensuring it thrives and progresses within the company. It has created an environment where hard work and aspiration is rewarded, as shown by over 600 internal promotions over the last two years. It has demonstrated a comprehensive and chronological approach to boosting social mobility. This approach begins with promoting skills and careers in schools around its sites across the UK; it has a focus on widening access into housebuilding, such as through its Combat to Construction programme; it has a strong focus on upskilling and developing its people, boosting progression within careers throughout the company; and creates opportunities every day by the nature of its business model building homes for first-time buyers.

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One of the foremost problems facing the UK’s performance on social mobility, and problems facing the housing sector, is the UK’s skills gap. This is the relative deficit between the supply and demand of skills. This is why Persimmon is prioritising engaging with schools around its sites across the UK and promoting skills within the sector. The company’s Ambassador Programme aims to empower young people to consider their options beyond school and inspire them into a career in construction and one of the many trade or professional roles within the industry. The company is also looking to address the skills gap by widening the house building sector, which is already a relatively open sector, to new pools of talent from different backgrounds. The Social Mobility Pledge recognises Persimmon’s efforts on helping former army service people into jobs in the sector, through its Combat to Construction initiative. This initiative doesn’t just provide access to jobs, but also progression routes that are clear from the beginning, such as training programmes to become site managers and assistant managers. Persimmon has also shown a commitment to continuously approving its talent development engine, including its new programme of Apprentice Masters. It is a leading example of learning and development among Social Mobility Pledge companies.

This renewed focus of introducing new methods of training apprentices has demonstrated the business has both anticipated and listened to feedback on challenges that remain, as included in the Independent Review, with a strong focus on maintaining and increasing quality of new builds.

While the house building sector is highly competitive, Persimmon is willing to work with its competitors on the issue of improving social mobility across the UK, and for sharing best practice on the development of skills, and learning from the challenges that house builders have collectively faced.

With over 15% of Persimmon’s people progressing through apprenticeships or formal training at any one time, this is also a strong boon for the economy, upskilling the workforce against the backdrop of a wider national skills shortage.

All of which raises aspirations and enables more people to unlock their potential, unburdened by unfair bias about their background or upbringing.

Externally, the company has shown a strong commitment to engaging with local communities across the country in areas where it has a footprint through development, with school engagement and Ambassador Programmes leading on outreach, specifically focusing on helping more females into construction.

Persimmon has all the hallmarks of a company that has demonstrated best practice in delivering and boosting social mobility - and it is working with the Social Mobility Pledge to go even further.

It also has a significant impact on local communities across the UK as a result of how, where and why it chooses to develop projects. It generates opportunities in these communities to get on the housing ladder, secure employment and to develop new skills. In addition, Persimmon has focused its financial support towards charities, community groups and social enterprises that are making the biggest difference to peoples’ lives in those communities.

The Social Mobility Pledge has put forward some recommendations for Persimmon to take this commitment to the next level, by focusing on an outcomes-based approach, and making an impact by focusing on closing some specific social mobility gaps.

21

RECOMMENDATIONS Persimmon has demonstrated it is consistently listening to feedback and is committed to continuous self-improvement. It recognises that, as one of the UK’s largest housebuilders and a responsible corporate citizen, it has a duty to make a highly positive social impact throughout communities where it has a presence. This is why Persimmon has partnered with the Social Mobility Pledge to not only highlight what it is doing well, but to renew its objectives for the future.

Persimmon should focus its efforts and resources on creating new opportunities by building good quality new homes and sustainable communities, and have a positive social impact on those communities throughout that journey. The Social Mobility Pledge recommends that this should be delivered by three key aims:

Persimmon should look to reshape its existing community programmes to focus on closing the widest opportunity gaps in social mobility ‘cold spots’ around its sites; Persimmon has demonstrated a strong record of best practice in supporting local communities around its sites across the country. This has been exemplified particularly in its Building Futures and Community Champions initiatives; as well as its wider community and schools engagement strategies. The Social Mobility Pledge believes that Persimmon can look to have a greater impact. It can do this by addressing specific opportunity gaps, and areas of low social mobility, where it can use its footprint and scale to have a tangible and measurable impact on outcomes. For example • Persimmon can begin with identifying the areas with the widest gaps that can be targeted, such as those referred to around Persimmon’s sites in the Data Analysis section; • Persimmon might use such analysis of areas of low social mobility as a framework to inform the areas with opportunity gaps it would like to have a positive social impact towards; • It could then re-engineer its efforts within its Building Futures and Community Champions initiatives, and wider school and community engagement, towards the areas with the lowest outcomes and widest gaps; • It might then measure the impact it has on these gaps long-term, with an outcomes-led approach, and report annually on its impact in these communities. This would mean that as one of the country’s largest businesses, it can firmly demonstrate that it is having a positive social impact in some of the areas with the most significant social problems in the UK. With an approach that is focused on impact and outcomes, and in line with its purpose and geographic footprint as a housebuilder, Persimmon would firmly be a national leader on the responsible business agenda.

Persimmon will take a leading role in advocating for business-led solutions on closing the opportunity gap; Persimmon has demonstrated best practice in boosting social mobility, particularly internally, with a purpose-led people strategy, focused on inclusion and progression. In working with the Social Mobility Pledge, it has also demonstrated an appetite to go further and challenge its commitment to boosting social mobility and increasing the levels of outcomes in local communities. With the combination of its best practice, and the recommendation of re-engineering its focus on communities towards those with the most significant opportunity gaps in Recommendation 1, Persimmon will become an advocate for a business-led approach to levelling up the country.

Persimmon will continue in its commitment to tackling one of the causal factors of one of the UK’s widest opportunity gaps - the housing crisis - by boosting home ownership through building good quality new homes and sustainable communities; Persimmon has outlined its corporate purpose as to build good quality homes at a range of price points across the UK. It aims to create and protect superior and sustainable levels of value for the benefit of our customers, workforce, suppliers and shareholders through the housing cycle. In the context of a national housing crisis, the security and stability of home ownership is one of the first rungs on the social mobility ladder.

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23

DATA ANALYSIS The Social Mobility Pledge has analysed the social mobility indicators and identified key social mobility cold spots (areas of low social mobility) where Persimmon has development sites around those communities. This is to help guide a framework for how Persimmon can increase its community focus on areas where deprivation is more significant, and where life outcomes are relatively lower, around its sites. In a wider sense, it also seeks to exemplify how businesses can and should come to understand opportunity gaps in communities around them, and focus on having a positive social impact in those gaps. The following target areas in this Data Analysis have been identified by assessing four key life stages, and 14 key data-sets, the methodology for which is centred around the Department for Education’s approach to considering social mobility outcomes, with each area geographically represented as a parliamentary constituency.

It also considers the impact of the COVID-19 pandemic’s socioeconomic impact on those local communities which result in a ‘COVID Opportunity Gap.’ It considers the relative social mobility performance of the least privileged groups, such as those entitled to free school meals, across the life stages. The life stages considered are early years, school years, youth and adulthood, with key datasets for assessment for each. This is guided by the belief that if businesses target their efforts and resources to areas with the widest gaps and the least privileged in society, this is what can most effectively contribute to business-led ‘levelling up’ of the United Kingdom.

SOCIAL MOBILITY COLD SPOTS BY LIFE STAGES Overall Ranking

24

OFFICE/SITE

CONSTITUENCY

RANKING OUT OF 533 CONSTITUENCIES

Site Location

Workington

526

Site Location

Wansbeck

527

Site Location

Suffolk Coastal

528

Site Location

Derby South

532

Site Location

South Dorset

533

25

WORKINGTON

ANALYSIS

EARLY YEARS: 493/533

WORKINGTON

ENGLAND

Percentage of Nursery providers rated outstanding or good by Ofsted

95

93

Percentage of children eligible for free school meals achieving a good level of development

37

53

SCHOOLS: 479/533

WORKINGTON

ENGLAND

Percentage of children eligible for FSM attending a primary school rated outstanding or good by Ofsted

88

83

Percentage of children eligible for FSM achieving at least the expected level in reading, writing and maths at the end of Key Stage 2

30

39

Percentage of children eligible for FSM attending a secondary school rated outstanding or good by Ofsted

38

72

Average Attainment 8 score for pupils eligible for FSM

34

39

YOUTH: 516/533

WORKINGTON

ENGLAND

Percentage of young people eligible for FSM that are not in education, employment or training (positive destination) after completing KS4

86

88

Average points score per entry for young people eligible for FSM at age 15 taking A-level or equivalent qualification

19

26

Percentage of young people eligible for FSM at age 15 achieving two or more A-Levels or equivalent by the age of 19

25

34

WORKINGTON

ENGLAND

424

443

Average house prices compared to median annual salary of employees who live in the local area

4

8

Percentage of people that live in the local area who are in managerial and professional occupations

25

30

Percentage of jobs that are paid less than the applicable Living Wage Foundation living wage 32

25

Percentage of families with children who own their home

65

ADULTHOOD: 294/533 Median weekly salary of all employees who live in the local area

26

68

With only one of Workington’s indicators in the top 100 rankings and seven in the bottom 100 across all life stages, Workington ranks at 526/533 on the Social Mobility Index. The area is a social mobility coldspot. Early Years

Youth

At the early years life stage, Workington performs very poorly at 493/533. Ninety-five per cent of nurseries in the constituency are rated as good or outstanding by Ofsted, which is better than the national average of 93%, ranking Workington as 117/533 for this measure. But in the other measure for this life stage, the percentage of children eligible for free school meals achieving a ‘good level of development’, Workington is the worst in England: only 37% of those children achieve a good level compared to the national average of 53%.

The youth stage sees Workington fall to its worst rank at 516/533. Eighty-six per cent of young people who were eligible for free schools find themselves in a positive destination (defined as being in education, employment, or training) after completing Key Stage 4. But only 25% of FSM-eligible young people will achieve two or more A Level or equivalent qualifications by age 19, those that do take A Levels will have an average points score per entry of just 19. Workington ranks at 458 and 522 for these measures respectively.

School Years Ranking at 479/533 at the school stage, Workington is in the bottom 15% of constituencies. Eighty-eight per cent of pupils eligible for free school meals attend good or outstanding primary schools, with 30% of them achieving the expected level in reading, writing, and maths at the end of Key Stage 2, the national average being 39%. At secondary level, attendance of FSM eligible pupils at good or outstanding schools is 38%, making Workington the 49th worst constituency, and an average Attainment 8 score of 34 places Workington at 487/533.

Adulthood At the adulthood life stage, Workington ranks more strongly at 294/533. Thirty-two per cent of jobs pay less than the real living wage, and average earnings are £424 weekly – the English average is £443. Housing is four times the annualised salary, the 31st most affordable area in England (where houses are eight times the annualised salary), and home ownership is higher than average, at 68%. The percentage of jobs in the area that are managerial and professional stands at 25%, worse than average.

27

WANSBECK

EARLY YEARS: 525/533

WANSBECK

ENGLAND

Percentage of Nursery providers rated outstanding or good by Ofsted

81

93

Percentage of children eligible for free school meals achieving a good level of development

50

53

SCHOOLS: 469/533 Percentage of children eligible for FSM attending a primary school rated outstanding or good by Ofsted

WANSBECK

ENGLAND

83

83

ANALYSIS

Percentage of children eligible for FSM achieving at least the expected level in reading, writing and maths at the end of Key Stage 2

43

39

Percentage of children eligible for FSM attending a secondary school rated outstanding or good by Ofsted

14

72

Average Attainment 8 score for pupils eligible for FSM

35

39

WANSBECK

ENGLAND

YOUTH: 466/533 Percentage of young people eligible for FSM that are not in education,

employment or training (positive destination) after completing KS4

84

88

Average points score per entry for young people eligible for FSM at age 15 taking A-level or equivalent qualification

25

26

Percentage of young people eligible for FSM at age 15 achieving two or more A-Levels or equivalent by the age of 19

24

34

WANSBECK

ENGLAND

392

443

Average house prices compared to median annual salary of employees who live in the local area

5

8

Percentage of people that live in the local area who are in managerial and professional occupations

27

30

Percentage of jobs that are paid less than the applicable Living Wage Foundation living wage 30

25

Percentage of families with children who own their home

65

ADULTHOOD: 335/533 Median weekly salary of all employees who live in the local area

28

64

With one of its indicators in the top 100 rankings and five in the bottom 100 across all life stages, Wansbeck ranks at 527/533 on the Social Mobility Index. The area is a social mobility coldspot. Early Years

Youth

At the early years life stage, Wansbeck performs worst at 525/533. Eighty-one per cent of nurseries in the constituency are rated as good or outstanding by Ofsted, worse than the national average of 93%, and ranking Wansbeck as 523/533 for this measure. In the other measure for this life stage, the percentage of children eligible for free school meals achieving a ‘good level of development’, Wansbeck is ranked 380/533; 50% of those children achieve a good level compared to the national average of 53%.

The youth stage sees Wansbeck rise slightly to rank at 466/533. Eighty-four per cent of young people who were eligible for free schools find themselves in a positive destination (defined as being in education, employment, or training) after completing Key Stage 4. Twenty-four per cent of FSM-eligible young people will achieve two or more A Level or equivalent qualifications by age 19, those that do take A Levels will have an average points score per entry of 25. Wansbeck ranks at 472 and 326 for these measures respectively.

School Years Ranking at 469/533 at the school stage, Wansbeck is in the bottom 15% of constituencies. Eighty per cent of pupils eligible for free school meals attend good or outstanding primary schools, with 43% of them achieving the expected level in reading, writing, and maths at the end of Key Stage 2, the national average being 39%. At secondary level, attendance of FSM eligible pupils at good or outstanding schools is 14%, making Wansbeck the sixth worst constituency, and an average Attainment 8 score of 35 places Wansbeck at 466/533.

Adulthood At the adulthood life stage, Wansbeck ranks at 335/533. With 30% of jobs paying less than the real living wage, average earnings are £392 weekly – the English average is £443. Housing is five times the annualised salary, the 74th most affordable area in England (where houses are eight times the annualised salary), and home ownership is at 64%, the 332th area for this measure. The percentage of jobs in the area that are managerial and professional stands at 27%, ranking Wansbeck at 339/533 for this measure.

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SUFFOLK COASTAL

ANALYSIS

EARLY YEARS: 526/533

SUFFOLK COASTAL

ENGLAND

Percentage of Nursery providers rated outstanding or good by Ofsted

82

93

Percentage of children eligible for free school meals achieving a good level of development

50

53

SCHOOLS: 381/533

SUFFOLK COASTAL

ENGLAND

Percentage of children eligible for FSM attending a primary school rated outstanding or good by Ofsted

89

83

Percentage of children eligible for FSM achieving at least the expected level in reading, writing and maths at the end of Key Stage 2

33

39

Percentage of children eligible for FSM attending a secondary school rated outstanding or good by Ofsted

51

72

Average Attainment 8 score for pupils eligible for FSM

37

39

With none of its indicators in the top 100 rankings and four in the bottom 100 across all life stages, Suffolk Coastal ranks at 528/533 on the Social Mobility Index. The area is a social mobility coldspot. Early Years

Adulthood

At the early years life stage, Suffolk Coastal performs very poorly at 526/533. Eighty-two per cent of nurseries in the constituency are rated as good or outstanding by Ofsted, worse than the national average of 93% and ranking Suffolk Coastal as 523/533 for this measure. In the other measure for this life stage, the percentage of children eligible for free school meals achieving a ‘good level of development’, Suffolk Coastal is ranked 384/533; 50% of those children achieve a good level compared to the national average of 53%.

At the adulthood life stage, Suffolk Coastal ranks at 287/533. Although only 21% of jobs pay less than the real living wage, average earnings are £427 weekly – the English average is £443. Housing is eight times the annualised salary, the 357 area in England (where houses are eight times the annualised salary), and home ownership is at 65%, the 315th area for this measure. The percentage of jobs in the area that are managerial and professional stands at 27%, ranking Suffolk Coastal at 345/533 for this measure.

School Years YOUTH: 526/533

SUFFOLK COASTAL

ENGLAND

Percentage of young people eligible for FSM that are not in education, employment or training (positive destination) after completing KS4

79

88

Average points score per entry for young people eligible for FSM at age 15 taking A-level or equivalent qualification

21

26

Percentage of young people eligible for FSM at age 15 achieving two or more A-Levels or equivalent by the age of 19

29

34

SUFFOLK COASTAL

ENGLAND

427

443

Average house prices compared to median annual salary of employees who live in the local area

8

8

Percentage of people that live in the local area who are in managerial and professional occupations

27

30

Percentage of jobs that are paid less than the applicable Living Wage Foundation living wage 21

25

Percentage of families with children who own their home

65

ADULTHOOD: 287/533 Median weekly salary of all employees who live in the local area

30

65

Ranking at 381/533 at the school stage, Suffolk Coastal is in the bottom 30% of constituencies. Eighty-nine per cent of pupils eligible for free school meals attend good or outstanding primary schools, with 33% of them achieving the expected level in reading, writing, and maths at the end of Key Stage 2, the national average being 39%. At secondary level, attendance of FSM eligible pupils at good or outstanding schools is 51%, making Suffolk Coastal the 439th best constituency, and an average Attainment 8 score of 37 places Suffolk Coastal at 332/533.

Youth The youth stage sees Suffolk Coastal fall to rank at 526/533. Seventy-nine per cent of young people who were eligible for free schools find themselves in a positive destination (defined as being in education, employment, or training) after completing Key Stage 4. Twenty-nine per cent of FSM-eligible young people will achieve two or more A Level or equivalent qualifications by age 19, those that do take A Levels will have an average points score per entry of 21. Suffolk Coastal ranks at 320 and 492 for these measures respectively.

31

DERBY SOUTH

ANALYSIS

EARLY YEARS: 528/533

DERBY SOUTH

ENGLAND

Percentage of Nursery providers rated outstanding or good by Ofsted

83

93

Percentage of children eligible for free school meals achieving a good level of development

48

53

SCHOOLS: 514/533

DERBY SOUTH

ENGLAND

Percentage of children eligible for FSM attending a primary school rated outstanding or good by Ofsted

70

83

Percentage of children eligible for FSM achieving at least the expected level in reading, writing and maths at the end of Key Stage 2

36

39

Percentage of children eligible for FSM attending a secondary school rated outstanding or good by Ofsted

45

72

Average Attainment 8 score for pupils eligible for FSM

30

39

YOUTH: 515/533

DERBY SOUTH

ENGLAND

Percentage of young people eligible for FSM that are not in education, employment or training (positive destination) after completing KS4

83

88

Average points score per entry for young people eligible for FSM at age 15 taking A-level or equivalent qualification

21

26

Percentage of young people eligible for FSM at age 15 achieving two or more A-Levels or equivalent by the age of 19

26

34

DERBY SOUTH

ENGLAND

393

443

Average house prices compared to median annual salary of employees who live in the local area

5

8

Percentage of people that live in the local area who are in managerial and professional occupations

21

30

Percentage of jobs that are paid less than the applicable Living Wage Foundation living wage 20

25

Percentage of families with children who own their home

65

ADULTHOOD: 333/533 Median weekly salary of all employees who live in the local area

32

56

With one of its indicators in the top 100 rankings and eight in the bottom100, across all life stages, Derby South ranks at 532/533 on the Social Mobility Index. The area is a social mobility coldspot, the second worst in England. Early Years

Youth

At the early years life stage, Derby South performs most poorly at 528/533. Only 83% of nurseries in the constituency are rated as good or outstanding by Ofsted, worse than the national average of 93% and ranking Derby South as 523/533 for this measure. In the other measure for this life stage, the percentage of children eligible for free school meals achieving a ‘good level of development’, Derby South is ranked 431/533; 48% of those children achieve a good level compared to the national average of 53%.

The youth stage sees Derby South fall slightly to rank at 515/533. Eighty-three per cent of young people who were eligible for free schools find themselves in a positive destination (defined as being in education, employment, or training) after completing Key Stage 4. Twenty-six per cent of FSM-eligible young people will achieve two or more A Level or equivalent qualifications by age 19, those that do take A Levels will have an average points score per entry of 21. Derby South ranks at 399 and 495 for these measures respectively.

School Years Ranking at 514/533 at the school stage, Derby South is in the bottom 5% of constituencies. Seventy per cent of pupils eligible for free school meals attend good or outstanding primary schools, with 36% of them achieving the expected level in reading, writing, and maths at the end of Key Stage 2, the national average being 39%. At secondary level, attendance of FSM eligible pupils at good or outstanding schools is 45%, making Derby South the 69th worst constituency, and an average Attainment 8 score of 30 places Derby South at 528/533.

Adulthood At the adulthood stage, Derby South ranks at 333/533. Although only 20% of jobs pay less than the real living wage, average earnings are £393 weekly – the English average is £443. Housing is five times the annualised salary, the 51st most affordable area in England (where houses are eight times the annualised salary), though home ownership is at 56%, the 89th worst area for this measure. The percentage of jobs in the area that are managerial and professional stands at 21%, ranking Derby South at 488/533 for this measure.

33

SOUTH DORSET

ANALYSIS

EARLY YEARS: 522/533

SOUTH DORSET

ENGLAND

Percentage of Nursery providers rated outstanding or good by Ofsted

87

93

Percentage of children eligible for free school meals achieving a good level of development

46

53

With none of its indicators in the top 100 rankings and seven in the bottom100, across all life stages, South Dorset ranks at 533/533 on the Social Mobility Index. South Dorset is the worst constituency in England for social mobility. School Years

SCHOOLS: 530/533

SOUTH DORSET

ENGLAND

Percentage of children eligible for FSM attending a primary school rated outstanding or good by Ofsted

75

83

Percentage of children eligible for FSM achieving at least the expected level in reading, writing and maths at the end of Key Stage 2

28

39

Percentage of children eligible for FSM attending a secondary school rated outstanding or good by Ofsted

35

72

Average Attainment 8 score for pupils eligible for FSM

30

39

Ranking at 530/533 at the school stage, this stage is South Dorset’s worst area. Seventy-five per cent of pupils eligible for free school meals attend good or outstanding primary schools, with 28% of them achieving the expected level in reading, writing, and maths at the end of Key Stage 2, the national average being 39%. At secondary level, attendance of FSM eligible pupils at good or outstanding schools is 35%, making South Dorset the 43rd worst constituency, and an average Attainment 8 score of 30 places South Dorset at 529/533.

Youth YOUTH: 451/533

SOUTH DORSET

ENGLAND

Percentage of young people eligible for FSM that are not in education, employment or training (positive destination) after completing KS4

89

88

Average points score per entry for young people eligible for FSM at age 15 taking A-level or equivalent qualification

19

26

Percentage of young people eligible for FSM at age 15 achieving two or more A-Levels or equivalent by the age of 19

31

34

SOUTH DORSET

ENGLAND

387

443

Average house prices compared to median annual salary of employees who live in the local area

9

8

Percentage of people that live in the local area who are in managerial and professional occupations

27

30

Percentage of jobs that are paid less than the applicable Living Wage Foundation living wage 39

25

Percentage of families with children who own their home

65

ADULTHOOD: 512/533 Median weekly salary of all employees who live in the local area

34

61

The youth stage sees South Dorset rise to rank at 451/533. Eighty-nine per cent of young people who were eligible for free schools find themselves in a positive destination (defined as being in education, employment, or training) after completing Key Stage 4. Thirty-one per cent of FSM-eligible young people will achieve two or more A Level or equivalent qualifications by age 19, those that do take A Levels will have an average points score per entry of 19. South Dorset ranks at 259 and 518 for these measures respectively.

Early Years At the early years life stage, South Dorset performs poorly at 522/533. Eighty-seven per cent of nurseries in the constituency are rated as good or outstanding by Ofsted, worse than the national average of 93% and ranking South Dorset as 506/533 for this measure. In the other measure for this life stage, the percentage of children eligible for free school meals achieving a ‘good level of development’, South Dorset is ranked 473/533; 46% of those children achieve a good level compared to the national average of 53%.

Adulthood At the adulthood life stage, South Dorset ranks at 512/533. An extremely high number (39%) of jobs pay less than the real living wage, and average earnings are £387 weekly – the English average is £443. Housing is nine times the annualised salary, slightly more expensive than across England, and home ownership is at 61%, the 137th worst area for this measure. The percentage of jobs in the area that are managerial and professional stands at 27%, ranking South Dorset at 351/533 for this measure.

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COVID-19 IMPACT As well as considering the social mobility baseline for a community, our analysis also reflects the developing impact of the COVID-19 pandemic on opportunities in the same communities and local areas. The Office for Budget Responsibility’s Covid Reference Scenario predicts that the economy of the United Kingdom will contract by 35%, with unemployment potentially peaking at 10% (1). But just like the issue of social immobility, the impact of the coronavirus pandemic is varied across the UK. While the 35% national average figure is high in itself, it is the case that some areas – predominantly in the North West and Midlands – will see their economic growth reduce by almost 50%. Only one of the twenty hardest hit areas are in the South East or London (2). In addition to the significant diversity of geographic impact estimated by the Centre for Progressive Policy, the Resolution Foundation point to previous data suggesting that there is likely to be a large impact on those leaving full time education and graduating into an economy in the midst of turmoil. In the 2008 recession, the unemployment rate across the whole population rose from 5.2% in 2007 to 8.5% in 2011; for those with GCSE equivalent qualifications the unemployment figures were 23% in 2007 and 32% in 2011 (3).

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An exacerbating factor for those leaving full time education without a degree is the varied impact of the virus on different sectors of the economy. While sectors such as financial sectors will emerge from the coronavirus pandemic relatively unscathed, with a contraction of just -5%, sectors like retail and hospitality, which have a higher proportion of workers who haven’t completed higher education, will contract by -50% and -85% respectively (1). The health impacts for the coronavirus pandemic show that it is more likely to kill people from black and minority ethnic backgrounds, but the economic impacts are disproportionately hitting BAME people as well: polling done by BMG for the Independent has also shown that people from black and minority ethnic households are almost twice as likely as white Britons to report that they have lost income or jobs. Lord Woolley, the Chair of the Race Disparity Unit, has pointed out that while “the virus itself doesn’t discriminate, the system does, and that has left BAME communities extremely vulnerable both on health and economic grounds” (4).

So the data suggests a varied and profound impact across locations, ages, education levels, and ethnicity. This has a worrying impact for social mobility in the United Kingdom, as we predict that eight out of 14 measures used to calculate social mobility will be impacted. We have combined existing place based social mobility analysis with the predicted impact of coronavirus to estimate the size of a communities developing “Opportunity Gap” and ranked these throughout England.

From our analysis we believe that there are 16

LOCAL AUTHORITY (CONSTITUENCY)

OPPORTUNITY GAP

RANKING

Corby

318

1

South Derbyshire

310

2

Wellingborough

308

3

Melton

306

4

North Warwickshire

296

5

Allerdale (Workington)

218.5

62

Northumberland (Wansbeck)

193.5

100

East Suffolk (Suffolk Coastal)

N/A

N/A

Derby (Derby South)

198

94

Dorset (South Dorset)

N/A

N/A

areas in England at risk of a ‘double opportunity hit’: already amongst the worst areas for social mobility, they are going to be particularly badly hit by coronavirus. These areas are Babergh, Bolsover, Broxtowe, Cannock Chase, Corby, Crawley, East Cambridgeshire, East Northamptonshire, Erewash, Melton, North Warwickshire, Norwich, Rutland, South Derbyshire, Tamworth and Wellingborough.

As they are recently formed or abolished councils, it is not possible to calculate an Opportunity Gap Score or Ranking for the East Suffolk or Dorset areas, although economic decline can still be measured.

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ALLERDALE’S ECONOMY

NORTHUMBERLAND’S ECONOMY

SECTOR

GVA (£M)

GVA (%)

DECLINE (%)

1 Accommodation and food services

90

5.1

-85

2 Administrative and support services

47

2.7

3 Agriculture, mining, electricity, gas, water and waste

100

4 Construction

GVA (£M)

GVA (%)

DECLINE (%)

1 Accommodation and food services

222

4.6

-85

-40

2 Administrative and support services

122

2.5

-40

5.7

-17

3 Agriculture, mining, electricity, gas, water and waste

295

6.1

-17

108

6.2

-70

4 Construction

287

5.9

-70

5 Education

116

6.6

-90

5 Education

280

5.8

-90

6 Financial and insurance activities

22

1.3

-5

6 Financial and insurance activities

53

1.1

-5

7 Human health and social work activities

129

7.4

+50

7 Human health and social work activities

466

9.6

+50

8 Information and communication

10

0.6

-45

8 Information and communication

44

0.9

-45

9 Manufacturing

378

21.6

-55

9 Manufacturing

984

20.2

-55

10 Professional, scientific, and technical activities

66

3.8

-40

10 Professional, scientific, and technical activities

175

3.6

-40

11 Public administration and defence

92

5.2

-20

11 Public administration and defence

175

3.6

-20

12 Real estate activities

287

16.4

-20

12 Real estate activities

930

19.1

-20

13 Transportation and storage

46

2.6

-35

13 Transportation and storage

162

3.3

-35

14 Wholesale and retail (including repair of motor vehicles)

201

11.5

-50

14 Wholesale and retail (including repair of motor vehicles)

509

10.5

-50

15 Other

62

3.5

-60

15 Other

156

3.2

-60

Allerdale’s largest sectors SECTOR

Biggest impacted sectors GVA (£M)

SECTOR

SECTOR

Northumberland’s largest sectors PREDICTED DECLINE

SECTOR

Biggest impacted sectors GVA (£M)

SECTOR

PREDICTED DECLINE

Manufacturing 378

Education -90%

Manufacturing 984

Education -90%

Real estate

287

Accommodation and food

-85%

Real estate

930

Accommodation and food

-85%

Wholesale and retail

201

Construction

-70%

Wholesale and retail

509

Construction

-70%

Human health

129

Other services

-60%

Human health

466

Other services

-60%

Education

116

Manufacturing

-55%

Agriculture

295

Manufacturing

-55%

Allerdale’s biggest sectors are manufacturing, real estate, wholesale and retail, human health, and education. Two of these, manufacturing and education, are also in the worst impacted sectors, while two, real estate and human health, are in the least impacted sectors. A large health sector has been noted as being able to provide a buffer to COVIDinduced shocks in the economy; in Allerdale the health sector makes up 7.4% of the economy. In Allerdale, economic growth is predicted to decline by 39.7% - this is worse than the 35% contraction across the UK as whole.

Northumberland’s biggest sectors are manufacturing, real estate, wholesale and retail, human health, and agriculture and etc. One of these, manufacturing, is also in the worst impacted sectors, while three, real estate, human health, and agriculture and etc, are in the least impacted sectors. A large health sector has been noted as being able to provide a buffer to COVIDinduced shocks in the economy; in Northumberland the health sector makes up 9.6% of the economy. In Northumberland, economic growth is predicted to decline by 36.3% - this is worse than the 35% contraction across the UK as whole.

Taking into consideration the economic reduction in Allerdale as well as its position on the Social Mobility Index, we predict that an Opportunity Gap of 218.5 will arise, the 62nd largest in England.

Taking into consideration the economic reduction in Northumberland as well as its position on the Social Mobility Index, we predict that an Opportunity Gap of 193.5 will arise, the 100th largest in England.

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EAST SUFFOLK’S ECONOMY

DERBY’S ECONOMY

SECTOR

GVA (£M)

GVA (%)

DECLINE (%)

12 Real estate activities

697

14.3

-20

13 Transportation and storage

615

12.6

8 Information and communication

494

9 Manufacturing

GVA (£M)

GVA (%)

DECLINE (%)

1 Accommodation and food services

180

2.6

-85

-35

2 Administrative and support services

525

7.7

-40

10.1

-45

3 Agriculture, mining, electricity, gas, water and waste

192

2.8

-17

463

9.5

-55

4 Construction

330

4.8

-70

14 Wholesale and retail (including repair of motor vehicles)

433

8.9

-50

5 Education

427

6.2

-90

4 Construction

342

7.0

-70

6 Financial and insurance activities

167

2.4

-5

3 Agriculture, mining, electricity, gas, water and waste

309

6.3

-17

7 Human health and social work activities

860

12.6

+50

5 Education

299

6.1

-90

8 Information and communication

196

2.9

-45

11 Public administration and defence

252

5.2

-20

9 Manufacturing

1552

22.7

-55

7 Human health and social work activities

244

5.0

+50

10 Professional, scientific, and technical activities

534

7.8

-40

1 Accommodation and food services

228

4.7

-85

11 Public administration and defence

246

3.6

-20

2 Administrative and support services

191

3.9

-40

12 Real estate activities

607

8.9

-20

15 Other

139

2.8

-60

13 Transportation and storage

214

3.1

-35

10 Professional, scientific, and technical activities

131

2.7

-40

14 Wholesale and retail (including repair of motor vehicles)

629

9.2

-50

6 Financial and insurance activities

44

0.9

-5

15 Other

190

2.8

-60

East Suffolk’s largest sectors SECTOR

Derby’ largest sectors

Biggest impacted sectors GVA (£M)

SECTOR

PREDICTED DECLINE

Real estate

697

Education -90%

Transportation and storage

615

Accommodation and food

-85%

Information and communication

494

Construction

-70%

Manufacturing

463

Other services

-60%

Wholesale and retail

433

Manufacturing

-55%

East Suffolk’s biggest sectors are real estate, transportation and storage, information and communication, manufacturing, and wholesale and retail. One, of these, manufacturing, is also in the worst impacted sectors, while one, real estate, is in the least impacted sectors. A large health sector has been noted as being able to provide a buffer to COVID-induced shocks in the economy; in East Suffolk the health sector makes up 5.0% of the economy. In East Suffolk, economic growth is predicted to decline by 39.8% - this is worse than the 35% contraction across the UK as whole.

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SECTOR

SECTOR

Biggest impacted sectors GVA (£M)

SECTOR

PREDICTED DECLINE

Manufacturing 1552

Education -90%

Human health and social work

860

Accommodation and food

-85%

Wholesale and retail

629

Construction

-70%

Real estate

607

Other services

-60%

Professional activities

534

Manufacturing

-55%

Derby’s biggest sectors are manufacturing, human health and social work, wholesale and retail, real estate, and professional activities. One of these, manufacturing, is also in the worst impacted sectors, while two, human health and real estate, are in the least impacted sectors. A large health sector has been noted as being able to provide a buffer to COVID-induced shocks in the economy; in Derby the health sector makes up 12.6% of the economy. In Derby, economic growth is predicted to decline by 35.3% - this is slightly worse than the 35% contraction across the UK as whole. Taking into consideration the economic reduction in Derby as well as its position on the Social Mobility Index, we predict that an Opportunity Gap of 198 will arise, the 94th largest in England.

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DORSET’S ECONOMY

SECTOR

GVA (£M)

GVA (%)

DECLINE (%)

1 Accommodation and food services

350

4.5

-85

2 Administrative and support services

168

2.2

-40

3 Agriculture, mining, electricity, gas, water and waste

338

4.3

-17

4 Construction

555

7.1

-70

5 Education

449

5.7

-90

17

0.2

-5

7 Human health and social work activities

626

8.0

+50

8 Information and communication

177

2.3

-45

9 Manufacturing

1078

13.8

-55

10 Professional, scientific, and technical activities

579

7.4

-40

11 Public administration and defence

550

7.0

-20

12 Real estate activities

1751

22.4

-20

13 Transportation and storage

107

1.4

-35

14 Wholesale and retail (including repair of motor vehicles)

749

9.6

-50

15 Other

315

4.0

-60

6 Financial and insurance activities

Dorset’s largest sectors SECTOR

Biggest impacted sectors GVA (£M)

SECTOR

PREDICTED DECLINE

Real estate

1751

Education -90%

Manufacturing

1078

Accommodation and food

-85%

Wholesale and retail

749

Construction

-70%

Human health and social work

626

Other services

-60%

Professional activities

579

Manufacturing

-55%

BIBLIOGRAPHY Office for Budget Responsibility. Coronavirus analysis. Office for Budget Responsibility. [Online] April 14, 2020. [Cited: April 15, 2020.] https://cdn.obr.uk/Coronavirus_reference_scenario_commentary.pdf. Centre for Progressive Policy. Which local authorities face the biggest immediate economic hit? Centre for Progressive Policy. [Online] April 16, 2020. [Cited: April 16, 2020.] https://www.progressive-policy.net/publications/ which-local-authorities-face-biggest-immediate-economic-hit. Henehan, Kathleen. Class of 2020. Resolution Foundation. [Online] May 6, 2020. [Cited: May 14, 2020.] https://www. resolutionfoundation.org/app/uploads/2020/05/Class-of-2020.pdf.

Dorset’s biggest sectors are real estate, manufacturing, wholesale and retail, human health and social work, and professional activities. One of these, manufacturing, is also in the worst impacted sectors, while two, real estate and human health, are in the least impacted sectors. A large health sector has been noted as being able to provide a buffer to COVID-induced shocks in the economy; in Dorset the health sector makes up 8.0% of the economy. In Dorset, economic growth is predicted to decline by 36.7% - this is worse than the 35% contraction across the UK as whole.

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Woodcock, Andrew. Coronavirus economic effects hitting ethnic minorities and young people hardest. The Independent. [Online] April 13, 2020. [Cited: May 21, 2020.] https://www.independent.co.uk/news/uk/politics/ coronavirus-economic-effect-uk-ethnic-minorities-young-people-a9460511.html. Some photographs were taken before the coronavirus pandemic and therefore might not be socially distanced.

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