The Purpose Coalition & UK Power Networks
Breaking Down Barriers
Forewords
Basil Scarsella UK Power Networks CEO
At UK Power Networks, we are driven by a clear purpose to deliver safe, reliable electricity at the lowest cost to the millions of customers we serve.
The energy we deliver empowers communities and fuels the future. Since joining the Purpose Coalition in 2021, we have committed to not only powering homes and businesses, but also to ensuring access and opportunity across the diverse regions we serve. In partnership with the Purpose Coalition, our Action Plan launched in 2022 set the foundation for this journey, and we are proud to share the significant progress we have made since.
Our leadership within the sector has been recognised, notably being named Utility of the Year by Utility Week on four occasions, a reflection of our continued and ongoing focus on delivering our vision of being a respected corporate citizen.
Whether it’s creating pathways for young people through our apprenticeships, supporting vulnerable customers through innovative energy solutions, or championing diversity and inclusion within our workforce, we are leading by example in shaping an equitable and sustainable future.
This report showcases how UK Power Networks continues to commit to breaking down barriers in the communities we serve. We are proud to continue working with the Purpose Coalition and partners, aligning our efforts with the Purpose Goals and playing a key role in enabling the energy transition, ensuring that no one is left behind. We remain focused on not only powering the South East England, the East of England and London but empowering its people - driving positive change for today and for generations to come.
Rt Hon Justine Greening
Chair of The Purpose Coalition and Former Secretary of State for Education
Through the Purpose Coalition’s extensive work with UK Power Networks in our long-standing partnership, I’ve seen how it truly embodies a purpose-led business. It has consistently shown a deep commitment to creating positive changenot just for employees and customers, but for the communities it serves. Its achievements have rightly been widely recognised, from its awardwinning apprenticeship programme to being the Number one Inclusive Top 50 Employer.
This report highlights the progress made in its social impact work since we launched its ‘Empowering Communities’ Action Plan in December 2021. In a sector central to the UK’s Net Zero ambitions and economic future, UK Power Networks is playing a leading role. Through initiatives like ChargePoint Navigator and UK Power Network’s Local Area Energy Support Framework, it is demonstrating how the energy industry can drive low-carbon growth while ensuring that no one is left behind.
Reducing emissions is a vital part of that but its work has a much wider impact. It is opening doors to people from all backgrounds, helping them find their place in the energy transition, whether that is through effective partnerships that invest and empower communities, through its support of workforce development and the value it places on its employees’ wellbeing or by its inspiration of the next generation through STEM and education.
These elements should continue to be the focus of UK Power Networks future work and the recommendations contained in this report highlight how it can continue to make a significant difference by leveraging its proven experience and expertise in positive social impact.
It has been fantastic to continue our work with UK Power Networks and see the valuable contribution its team has made to The Purpose Coalition’s engagement with policymakers and other businesses, sharing its best practice and providing thoughtful evidence of what works well. I look forward to supporting its ongoing work to create opportunity alongside a greener, fairer economy for the future.
Nick Forbes CBE Chair of the Breaking Down Barriers Commission and Former Member of Keir Starmer’s Shadow Cabinet
This Government’s mission-driven administration is focused on long-term, measurable goals that will help build a fairer society. Partnership is at its heart, and business has a key role to play. One of its five Missionsbreaking down barriers to opportunity - relies on businesses helping to ensure that everyone can thrive, regardless of background. Today, society expects companies to be measured not just by profit, but by the positive impact they make.
Aligned with this vision, the Breaking Down Barriers Commission, part of the wider Purpose Coalition, works with employers to remove the obstacles that hold people back. By sharing what works and building an evidence base, we can build a fairer, more inclusive future.
This report shows how UK Power Networks is doing just that. Its impact goes far beyond delivering electricity - it actively supports colleagues, customers, and communities, especially those who’ve historically been overlooked and in areas where there have traditionally been few opportunities. By fostering an inclusive culture, it’s developing a skilled workforce ready to power both economic and social growth.
I know firsthand from my experience in the North East that shifting the dial on place-based change can make a huge difference to outcomes in the region. UK Power Networks’ commitment to lifting up the communities it serves in London, the East and South East of England - some of them among the most deprived in the country - is evident in the innovative and ambitious programme of work detailed in the report. It has the potential to do even more and, importantly, can inspire others by setting the standard for what responsible business looks like.
1. An Introduction to UK Power Networks
1.1. Driving Impact in the Energy Sector
Since joining The Purpose Coalition in 2021, UK Power Networks has become a leading voice in creating fairer access to opportunity. As the first electricity distribution network operator to join The Coalition, it has committed to tackling social and economic inequalities while delivering power to over 19 million people across London, the East and South East of England.
UK Power Networks has embedded the Purpose Goals into its work, guided by six core values: integrity, responsibility, respect, unity, diversity & inclusiveness, and continuous improvement.
Through its 2022 Action Plan, the company has strengthened its focus on breaking down barriers. It has expanded its work with public, private, and community partners to support young people into energy careers, improve access to apprenticeships, and lead the way in wellbeing and inclusion.
By 2024, this work was recognised nationally. UK Power Networks won a number of apprenticeship awards from the Department for Education and was named the #2 Best Big Company to Work For in the UK, #2 in the Most Admired Companies list, and #1 Inclusive Top 50 Employer - clear proof of its recent progress and impact.
1.2. Partnering to Break Down Barriers
The Purpose Coalition brings together leaders from business, politics, and education to improve access to opportunity across the UK.
It is guided by the Purpose Goals - a framework of 15 challenges that identify and help remove barriers at key life stages, like education, employment, and access to services.
As the first electricity distribution network operator to join The Coalition, UK Power Networks has committed to tackling social and economic inequalities while delivering power to over 19 million people across London, the East and South East of England.
UK Power Networks’ partnership with the Coalition reflects its commitment to social equity.
In aligning its social impact with the Purpose Goals, UK Power Networks helps develop practical, evidence-based solutions to some of the UK’s most persistent inequalities. Through this collaboration, UK Power Networks not only supports the national energy transition but also plays an active role in creating a more inclusive society - ensuring that everyone, regardless of background, can share in the benefits of a cleaner, greener future.
2. UK Power Networks’ Progress Against
the Purpose Goals
This section provides an independent update on UK Power Networks progress against the Purpose Goals, building on its 2021 assessment by The Purpose Coalition. It reflects a qualitative analysis of how UK Power Networks is working to break down barriers to opportunity - highlighting progress made and identifying areas for further action.
Over several weeks, The Purpose Coalition engaged with people across the organisation to understand how UK Power Networks’ culture, leadership, and initiatives are breaking down the barriers to opportunity and driving community impact. This approach goes beyond data, capturing lived experiences, leadership intent, and the real-world outcomes of UK Power Networks work.
Using insights from working with over 100 UK employers, the Purpose Goals framework enables a deeper understanding of emerging efforts and directional shifts that may not yet show up in traditional metrics. It brings context, intent, and perception into the evaluation - offering a fuller picture of UK Power Networks social impact as it continues to embed fairness and inclusion into the energy transition.
2.1. Goal 3 – Positive Destinations Post 16 & Goal 4 – Right Advice & Experiences
Too many young people miss out on careers in energy due to limited access to quality advice, experiences, and non-academic routes. Without exposure to the sector or clear guidance, opportunities remain out of reach.
Critically, Energy & Utility Skills - a leading employer-led membership organisation for the sector – has projected the energy and utilities industry will need 312,300 new employees by 2030. This includes a large portion of entry-level roles and will require a strategic and concerted effort by all organisations to break down the barriers to opportunity, and tap into talent from all communities.
UK Power Networks is working to change that - offering mentoring, work experience, STEM outreach, and strong partnerships with schools and colleges. Through apprenticeships and direct-to-work pathways, UK Power Networks connects young people from all backgrounds to long-term, well-paid careers in the energy sector.
Through investing in both the right advice and the right routes, UK Power Networks is unlocking talent, strengthening local communities, and building a diverse, skilled workforce to power a fair and resilient net-zero future.
2.1.1. Award Winning Apprenticeship Provider
As UK Power Networks upskills its workforce for a net zero future, and as experienced staff retire, it is future proofing its business with new cable jointers, substation fitters and overhead-lines workers.
Since 2022, UK Power Networks has recruited 102 apprentices onto the Level 3 Power Networks Craftsperson apprenticeship, offering opportunity to both school leavers and career changers. The award-winning programme has been recognised as best-in-class by Energy & Utility Skills at their 2024 awards.
Unrivalled pastoral care is at the core of the programme. UK Power Networks delivers an outstanding pipeline of talent, with welfare firmly at its heart. Competitive salaries, fully funded college accommodation, generous allowances, PPE, comprehensive training and emotional support are assured. Apprentices can reach managers 24/7, who know when to step in. Access to free counselling and Cognitive Behavioural Therapy also help with personal issues that could impact professional life.
On average, in the last three years, UK Power Networks has achieved a 94% retention rate, 21% promotions rate - promotion within three years of apprenticeship - and 34% distinction rate.
Apprentices are a vital talent pipeline; through ongoing development and mentoring opportunities many go on to become senior leaders in the business.
UK Power Networks delivers an outstanding pipeline of talent, with welfare firmly at its heart. Connecting young people from all backgrounds to long-term, well-paid careers in the energy sector.
Case study - Career Opportunities
Kevin Scarpenter, new Head of London Network Operations
Kevin Scarpenter’s journey from apprentice to head of London’s electricity network is a clear example of career progression within UK Power Networks. Appointed to lead its London operations, Kevin now oversees teams responsible for delivering safe and reliable electricity to the capital – one of the most resilient networks in the UK, with a 99.99% reliability rate.
Kevin began his career in 1998 as an apprentice substation fitter with Eastern Electricity. Over nearly three decades, he progressed through the business, benefitting from clear development pathways and the support of colleagues who recognised his potential. Now based at the company’s Canning Town office, Kevin is focused on maintaining high performance standards, improving customer service, and preparing the network for the challenges of a changing energy landscape.
His appointment comes as UK Power Networks continues to invest in future talent. As part of its drive to support the UK’s transition to Net Zero, it is recruiting 57 new apprentices in 2025 into cable jointers, substation fitters, and overhead lines operatives roles. Half of these roles are targeted at career changers, with the remainder aimed at school and college leavers.
Reflecting on his career, Kevin said:
“I’m proud to have started as an apprentice. The opportunities were clear early on, and with the right support and willingness to learn, I found a path through the company.”
2.1.2. STEM Outreach & Launch of Circuit Street
Since 2022, UK Power Networks has significantly increased its STEM outreach efforts, moving away from high attendance careers fairs.
UK Power Networks now focuses on meaningful interactions with students, through a comprehensive programme of activity which includes its all-day Powerful Future events and bespoke, interactive workshops like “Circuit Street”, aligned to the English curriculum.
UK Power Networks strategy also focuses on reaching underrepresented students, prioritising schools with higher-than-average Free School Meals (FSM) and ethnic minority students, as well as the goal of attracting women to the industry.
Since April 2022, UK Power Networks had meaningful interactions with over 8,750 students visiting 44 priority primary and secondary schools that have an average of 34.5% students on free school meals, well above the current average of 24.6%.
“Meaningful interactions” are defined as either in-person attendance to a UK Power Networks hosted workshop, event or activity, or an in-depth conversation at a wider event. This early student engagement and clear definition is starting to pay dividends, with UK Power Networks 2024 cohort of apprentices being its most gender diverse in UK Power Networks history.
2.1.3.
Mentoring for Underrepresented Groups
UK Power Networks is committed to improving access to opportunities for underrepresented groups, especially focusing on young people from ethnic minority backgrounds, low-income families, and female students.
In partnership with Urban Synergy, Future Frontiers, and Brightside, over 90 students have benefited from tailored coaching and mentoring programmes from UK Power Networks.
The Future Frontiers programme provides four weeks of in-person mentoring in London, supporting students to explore career pathways and build confidence. Whist Urban Synergy takes a more informal approach, with young Londoners receiving mentorship support from UK Power Networks employees for varying amounts of time.
Recognising that rural students often face additional barriers to quality careers advice, UK Power Networks extended its reach in 2024 through a new partnership with Brightside. This enabled the delivery of a six-week virtual mentoring programmes to 40 Year 10 students across three schools in Ipswich and Suffolk, helping to level the playing field and broaden aspirations outside urban centres.
2.1.4. Power Among Us
In 2023, UK Power Networks launched Power Among Us, a pre-employment programme designed to support young people not in education, employment, or training (NEET). The month-long programme helps participants build core employability and work-ready skills, with two weeks of hands-on experience alongside operational engineering teams.
To remove financial barriers, UK Power Networks provides travel and lunch expenses, PPE and equipment, and a bursary for work-appropriate clothing.
So far, 17 people have taken part across two cohorts, with five progressing into permanent roles within the business - demonstrating the programme’s potential to unlock long-term employment pathways to those furthest away from the workforce.
Five NEET individuals secured permanent employment following Power Among Us programme.
Case study - Power Among Us
Kalem Mahoney
1. Can you tell us a bit about your background and what led you to apply for the Power Among Us programme?
I’m from Lewisham, and I’m a product of my environment. Growing up, I’ve seen firsthand the challenges that come with trying to find stable opportunities, and I never really envisioned myself going down a specific career path like this. My uncle played a big role in connecting me to this programme through someone he knows. At first, it wasn’t something I had planned for myself, it kind of just happened. But looking back, it was one of those decisions that ended up being the right one, even if I didn’t realise it at the time.
2. What were your initial expectations when you joined the programme, and how did they evolve?
To be honest, I had no expectations when I first joined. But once I was in, I started to see the value of it. It wasn’t just about learning a trade, it was about building confidence, discipline, and a real career path.
3. How did UK Power Networks support you throughout the programme, and what resources were particularly helpful?
UK Power Networks provided a lot of support, both financially and practically. They covered my travel costs to and from work, which
made a huge difference because, realistically, not everyone can afford to pay for transport for a whole month without knowing if they’ll even get a job at the end. On top of that, they provided food throughout the day during the course, which might seem like a small thing, but it helped, especially when you’re spending long hours learning and working. Without these kinds of support, I probably would have turned down the opportunity, because it just wouldn’t have been realistic for me to commit without knowing if it would pay off in the long run.
4. What were some of the key skills and knowledge you gained throughout the programme?
One of the biggest things I took away from the programme was leadership skills. I learned how to take initiative and be more confident in decision-making, especially in a work environment. I also gained a better understanding of myself, how I work best, where my strengths are, and even areas I need to improve on. Beyond that, I picked up valuable technical skills that are crucial for the job, as well as teamwork and communication skills, which are just as important when working in this industry.
5. How has having a career with UK Power Networks changed your life?
This opportunity has completely shifted my perspective on what’s possible for me. Before, I didn’t have a set career path, but now I know I have something solid to build on. It’s not just about having a job, it’s about having a future. The security of knowing I’ll be earning a guaranteed income every month has given me peace of mind, but beyond that, the company also provides education and opportunities for career progression. I don’t feel stuck, I feel like I have the chance to grow, learn more, and continue moving forward in my career.
2.1.5. PowerUp Website
UK Power Networks has relaunched PowerUp as a dual-purpose digital platform supporting both education and the transition to net zero.
For schools, parents, and teachers, PowerUp offers an engaging educational hub with curriculumlinked lesson plans, interactive games, and downloadable resources on electricity and safety.
Since 2022, it has recorded around 300,000 visits. UK Power Networks also runs school safety talks
Scan here to visit the new PowerUp website and takes part in events like Living Land Kent, which attracts up to 3,000 children annually.
2.1.6. Duke of Edinburgh Partnership & Resilience Fund
UK Power Networks has been a long-standing supporter of the Duke of Edinburgh’s Award (DofE), contributing over £100,000 to the charity’s Resilience Fund.
This funding helps young people from marginalised backgrounds - including those from low-income families, ethnic minority communities, and individuals with special educational needs or disabilities - take part in DofE challenges. So far, more than 2,220 young people have benefited from this support.
On top of financial contributions, UK Power Networks employees raised a further £48,000 through the Royal Ramble, a 20-mile sponsored walk-through London. The business also hosts DofE taster days and STEM outreach events in areas with barriers to opportunity. Feedback from the most recent taster day showed that 91% of students felt the experience helped them better understand the skills employers are looking for.
2.1.7. Armed Forces Engagement & Attraction
UK Power Networks recognises the wealth of transferable skills and experience military personnel bring.
In 2022, UK Power Networks were accredited with the gold award from the Ministry of Defence (MoD) Armed Forces Employer Recognition Scheme, acknowledging the work the organisation does to engage, support and attract veterans, reservists and their families.
The internal Armed Forces Community of over 80 employees are supported by the business to attend careers fairs, hold insight days and host Civilian Work Attachments, helping upcoming service leavers to prepare for the transition to civilian employment. 34 veterans have been employed since April 2022.
2.1.8. Key Partnerships
UK Power Networks partners with Urban Synergy and STEM Learning to support young people on their journey into STEM careers, particularly those from underrepresented backgrounds.
Through its Urban Synergy partnership, UK Power Networks provides mentoring, career insight sessions, and workplace experiences to secondary school students, helping them build confidence, raise aspirations, and explore future career pathways. Urban Synergy specifically focuses on supporting young people from ethnically diverse and lower-income backgrounds.
UK Power Networks also supports Nuffield Research Placements, offering sixth form students the opportunity to complete STEM-based projects alongside UK Power Networks professionals. These placements have given 59 students valuable real-world experience in energy and engineering, boosting skills and supporting informed decisions about further study or careers.
Both initiatives are part of UK Power Networks wider strategy to open up access to energy sector careers and ensure the workforce of the future is diverse, skilled, and reflective of the communities it serves.
Good health and well-being
3.8 Goal 8: Good Health and Wellbeing
Good health and wellbeing are essential for individuals to thrive - impacting education, employment, and long-term opportunity. The post-pandemic years have exposed deep health inequalities, showing how background and place can shape life chances.
UK Power Networks recognises that a resilient, high-performing workforce depends on supporting employee wellbeing. From mental health resources and strong safety standards to development opportunities and worklife balance, UK Power Networks creates an environment where people can grow, stay healthy, and build lasting careers.
2.2.1. Priority Service Register
UK Power Networks Priority Services Register (PSR) is a free service offering extra help to customers who may need support during power cuts. This includes people over 65, families with children under five, those with disabilities or health conditions, and anyone dependent on electricity for medical equipment or storing medicines and currently includes approximately 2.6 million customers. This figure reflects a 9.4% increase from the previous year, achieved through data-led, targeted campaigns aimed at reaching 77% of eligible households.
Scan here to register for our PSR list
PSR benefits include:
• Priority support during outages
• Advance notice of planned power cuts
• Tailored help based on individual needs
• Access to additional services during disruptions
To better identify and support vulnerable customers, UK Power Networks has developed a secure platform that combines data from various sectors with existing information. Using AI and machine learning, the tool pinpoints need with a level of detail not seen before.
Reaching those who are often missed is a priority. That’s why UK Power Networks promotes the PSR through partnerships like Mumsnet, community events, bus campaigns, and leaflet drops aimed at digitally excluded households.
2.2.2. The Power Project Innovation Trial
In 2023/24, the Power Protect innovation trial provided portable battery packs to customers reliant on medical equipment. The trial was a success, with 67% rating the service 10/10. As a result, a permanent offer is now in place to supply battery packs to those who need them.
Customers can register for the PSR online, by phone, post, email, WhatsApp, Facebook, or Twitter.
Case study
Power Protect
On 14 October, during a prolonged power outage in Leigh-On-Sea, UK Power Networks provided vital support to a Category 3 customer reliant on an oxygen machine. After three hours without power and with the estimated restoration time extended by another four hours, the customer became understandably anxious.
UK Power Networks Callbacks team quickly responded, offering the customer an emergency battery pack to power their medical equipment. Within two hours, an
2.2.3. Stay Safe – Think Feel Act
The “Stay Safe” programme is a bespoke behavioural safety programme aimed at improving safety performance across UK Power Networks. Every new starter to attends an introductory course where they learn about “the Bradley curve”, five stay safe currencies, “the iceberg model” and how behaviours can directly impact our safety and that of those around us.
In November 2024, the next stage of Stay Safe, Think Feel Act was launched. This phase focuses on the importance of thinking, feeling, and acting safely in all work activities. All employees attend a mandatory half day training session, followed by weekly micro nudge safety discussions lead by employees who have been trained as Safety Network Leaders.
Since the introduction of the Stay Safe programme, Lost Time Injuries (LTIs) have significantly reduced. In 2012 35 LTIs were recorded to 3 LTIs in 2024.
engineer arrived at the property to deliver the battery and provide clear instructions on how to use it safely. This ensured the customermaintained access to their oxygen machine and backup devices throughout the outage.
Although the power remained off into the evening, the customer was able to use the battery to run a small cooking device. The Callbacks team also offered to arrange food delivery.
UK Power Networks goes the extra mile to protect vulnerable customers, using practical solutions and personalised support during critical situations.
2.2.4.
Healthwise – Employee Wellbeing
Keeping employees safe goes beyond PPE and training. Health and wellbeing play crucial roles in ensuring our employees go home safely at the end of the day. Whether employees are working out in the field or behind a desk, UK Power Networks offer a wide range of initiatives that help them feel and perform at their best.
Round the clock support is available through our Employee Assistance Programme and employees can access counselling services to help them navigate life’s challenges. A team of dedicated health coaches provide 1-2-1 coaching and bespoke weight management programmes.
Employees can access free flu vaccinations during the winter months and physiotherapy throughout the year where necessary to keep them healthy and fit to work. Alongside this, numerous webinars and workshops throughout the year on topics such as menopause and men’s health awareness as well as opportunities to get involved in challenges such as Step Into Spring and Waist Watchers.
2.2.5. Public Safety
Public safety is a key priority for UK Power Networks. Its dedicated team focuses on preventing injuries by educating the public on how to stay safe around electricity, with an emphasis on young audiences through its educational microsite Power Up, school visits, and digital resources.
UK Power Networks aims to engage 300,000 people annually as part of its RIIO-ED2 commitment, and by the end of year two, has already reached 94% of its five-year target of 1.5 million. A multi-channel approach ensures effective outreach - attending events like Cereals and UK Construction Week Live to connect with tradespeople and homeowners, while social media campaigns target specific audiences at key times.
UK Power Networks also works with emergency services and local authorities to improve safety near high-voltage infrastructure, ensuring coordinated responses and promoting safer, more responsible energy use across communities.
2.2.6.
Supporting Communities Through Transition and Resilience
In partnership with Community Energy South, UK Power Networks has also pledged £1 million to help up to 20 community energy groups deliver advice and support to around 20,000 people.
UK Power Network plays an active role in supporting vulnerable communities and promoting a fair energy transition.
Through the Warm Welcome Campaign, it backs more than 1,000 Warm Spaces, offering safe, heated environments for people struggling with energy costs during colder months.
In partnership with Community Energy South, UK Power Networks has also pledged £1 million to help up to 20 community energy groups deliver advice and support to around 20,000 people. This drives local action on energy resilience and helps ensure the benefits of net zero are shared across all communities.
3.13 Goal 13: Harness the Energy Transition & Net-Zero
As the UK moves towards net zero, the electricity distribution sector plays a critical role in enabling the transition work for everyone. UK Power Networks keeps the lights on for over 19 million people, maintaining and upgrading infrastructure to support cleaner, more flexible energy systems.
But the transition isn’t just about cutting carbon - it’s about creating good jobs, boosting local economies, and ensuring no community is left behind. UK Power Networks is investing in green skills, local talent, and innovation to connect people to the opportunities of a low-carbon future. Through apprenticeships, workforce training, and support for supply chain growth, UK Power Networks helps deliver a just, inclusive transition - powering both sustainable energy and social mobility.
2.3.1.
UK’s First Distribution System Operator
UK Power Networks was the first Distribution Network Operator (DNO) to establish an independent Distribution System Operator (DSO) - a major step in modernising how electricity networks are managed. This move goes beyond maintaining infrastructure to actively balancing supply and demand in real time, enabling more flexible, lowcarbon energy use across the system.
As a DSO, UK Power Networks plays a vital role in the UK’s energy transition by integrating electric vehicles, heat pumps, and renewables through data-driven tools and flexibility services. Rather than relying solely on infrastructure upgrades, UK Power Networks partners with consumers, local authorities, and energy providers to deliver smarter, more sustainable solutions - unlocking £199 million in net benefits in its first year alone.
Its new flexibility products allow customers to shift energy use in response to grid needs, earning rewards while supporting a stable, efficient system.
UK Power Networks leading work has earned it the #1 smart grid ranking in the UK - Singapore Power Group’s Smart Grid Index. In its first two years the DSO has delivered £431m of benefits to customers and the wider system.
Embracing the DSO model, UK Power Networks is future proofing the grid as well as ensuring the net zero transition delivers real, shared benefits to homes, businesses, and communities across the country.
2.3.2. Open Data
The DSO and the wider energy system are increasingly interdependent, with actions taken by one segment affecting several others. Experience from other industries showed that end-to-end data visibility is a key enabler for well-functioning markets, supporting coordinated actions and continuous improvement.
ChargePoint navigator is a web-based tool that supports local authorities to plan public EV charging infrastructure in their areas more quickly and easily. The tool developed in two months in conjunction with local authorities and supports the process of site selection and planning public charging networks, increasing access to charging for those without off street parking. The tool can be used to support bids for government funding from the LEVI fund, and helped four bids covering almost 30 local authorities win £20.5m of funding to develop charging networks with a 100% success rate.
UK Power Networks works closely with customers to make sure the data and information shared is genuinely useful, following an agile and highly interactive process that enables rapid feedback and faster delivery, tailored to meet customers’ needs.
Case study Supporting Vulnerable Customers through Community Energy Champions
Annie, an 82-year-old widow living on the South Coast, found herself in a distressing situation after the passing of her husband. Despite having solar panels installed, she was receiving electricity bills totalling thousands of pounds. Confused and overwhelmed by the complaints process, she feared she might have to leave her home.
Annie attended one of UK Power Networks energy café coffee mornings, where she met Martin, a trained local energy champion from Energise Sussex Coast. Recognising her distress, Martin arranged a home visit to understand the issue more fully.
During the visit, Martin discovered that Annie had been unknowingly submitting readings from her solar panel export meter instead of her actual electricity consumption meter. This mistake had led to inflated bills and significant financial stress.
Martin contacted the energy supplier on Annie’s behalf, clarified the error, and successfully arranged for a refund of several thousand pounds. He also ensured the correct meter readings would be used going forward.
This highlights the real-world impact of UK Power Networks community outreach and the vital role local energy champions play in supporting vulnerable customers through practical, compassionate intervention.
2.3.3
Local Net Zero
Enabling local authority decarbonisation is at the core of the DSO. 73 out of 133 local authorities are actively preparing a local area energy plan (LAEP), the LAEP Support Framework, which has been co-designed with and ratified by local authorities, assesses whole system inputs from local authorities and feeds them into network plans. It is the UK’s first investment framework designed to support LAEPs and ensure UK Power Networks is building the infrastructure local authorities need to turn their plans into reality.
Local Net Zero teams support local authorities in developing their LAEPs. It is a tailor-made, free online energy planning tool that allows users to quickly model and cost a range of low carbon technology rollout strategies. It provides powerful data, scenario modelling and deployment tools to support decarbonisation plans in an accessible way aimed specifically at local authority staff.
A total of 24% of all local authorities and growth areas are now feeding into network plans through LAEP Support Framework. This is rapid progress, in an area that is only two years old, driven by collaboration and capacity building both for UK Power Networks and customers.
2.3.4.
Leaving No-one Behind Strategy
UK Power Networks is committed to ensuring that every customer benefits fairly from the transition to a smarter, low-carbon energy system.
While the shift towards new technologies and behaviours opens up opportunities - such as lower energy bills or rewards for flexible energy use - it also brings new risks. The reliance on advanced, often costly, digital technologies means that some individuals or communities could be excluded unless action is taken.
The energy transition has introduced new forms of vulnerability, particularly in how some customers engage with the energy market.
To tackle this, UK Power Networks has developed a dedicated “Leave No-one Behind” strategy. This focuses on understanding the barriers people face, creating inclusive products and services, and scaling up support to reach those who need it most.
Since April 2023, the strategy has already delivered tangible results:
• New flexibility services have been trialled with customers who are traditionally hard to reach, ensuring they are not excluded from the benefits of a flexible grid.
• Energy efficiency efforts have been expanded, helping customers worried about rising energy costs.
• Long-standing partnerships have been strengthened and adapted to provide broader support, reaching beyond fuel poverty.
• In collaboration with Energy Action Redhill and Reigate (EARR), energy efficiency surveys have been carried out in customer homes across East Surrey.
• Smart packs have been distributed to improve energy use in households.
• Work has begun with social housing providers to explore how their residents can access the advantages of the Net Zero transition.
This three-stage approach - Understanding Barriers, Developing Products and Services, and Scaling Up Support - is helping ensure that the energy transition is fair and inclusive, so no one is left behind.
Building blocks of our Leaving no one behind strategy
WHAT WE DID
Providing in-depth personalised one-to-one support to customers at risk of being left behind in the transition to Net Zero
WHAT WE DID
Providing Net Zero information and energy efficiency advice to UK Power Networks’ customers. PERFORMANCE 2023/24
3.14 Goal 14: Opportunity for All: Everyone, Everywhere
Everyone should have the chance to succeedno matter their background. Yet across sectors like engineering and energy, leadership still doesn’t reflect the diversity of society.
UK Power Networks is working to change that. Through focusing on the barriers to progression and widening access to senior roles, UK Power Networks is building a workforce that’s not only fairer, but stronger. Diverse leadership brings better decisions, broader perspectives, and a more inclusive energy transition - essential for the UK’s long-term success.
2.4.1. Recognised Leadership
UK Power Networks continues to lead the way on diversity, equity and inclusion (DEI), becoming the only Distribution Network Operator (DNO) to be reaccredited with the National Equality Standard for a third time in 2023. The comprehensive assessment spans 35 areas - from organisational culture to leadership and policy - and provides detailed feedback that UK Power Networks uses to drive continuous improvement.
Its recent focus areas include shifting from equality to equity and using data-driven insights to shape inclusive strategies.
To benchmark progress, the business also enters the Inclusive Top 50 UK Employers list each year. After six consecutive years in the top 10, UK Power Networks achieved the number one position in 2024 - recognising its deep-rooted and ongoing commitment to inclusion at every level of the organisation.
2.4.2. Directorate Diversity & Inclusion (D&I) Dashboards
UK Power Networks has strengthened its approach to diversity and inclusion through the introduction of Directorate D&I Dashboards. These dashboards give senior leaders visibility over key inclusion metrics and help identify potential barriers faced by minority groups. This enables directorates to set tailored objectives and take ownership of progress within their teams.
The data-driven work has led to targeted actions, including improvements to the off-boarding experience to boost exit interview feedback, mandatory promotion tracking, and the introduction of new support channels for neurodivergent colleagues. As a result, employee data disclosure has improved significantly, with full disclosure rates increasing by 10% in 2024.
2.4.3. Neurodiversity Awareness & Allies
UK Power Networks employee data revealed that a significant proportion of staff who disclosed diversity information identified as neurodivergent. In response, the organisation partnered with neurodiversity specialists Great Minds Don’t to ensure the right support was in place across the organisation.
A comprehensive two-day training programme was delivered to technical trainers, learning and development teams, operational HR staff, and more than 35 voluntary neurodiversity allies.
The training has since led to wider awareness sessions for teams and the creation of an internal Neurodiversity Help Pointa dedicated resource offering guidance on reasonable adjustments and a platform for sharing information, building community, and supporting neurodivergent colleagues across the business.
Case study
Proud to be Neurodiverse
Ian Bowden, Safety Support Advisor and Neurodiversity Ally Network Operations
Can you share a little about your own neurodiversity journey and how it has shaped your experience in the workplace?
I started my career as a Tree Cutter and then trained as a linesperson. It was while completing my 2322 electrical engineering course, in 2008, that I was diagnosed with dyslexia. At that point, I began figuring out what tools and technology I could use and how best to adapt. Two things that help in the early stages were noise-cancelling headphones and read-and-write text software.
Last year, I attended neurodiversity training organised by the Learning and Development Team. Hayley Brackley, a Neurodiversity Specialist, shared her experience of being neurodivergent. Her fantastic delivery improved my understanding of neurodiversity and led to my ADHD diagnosis.
I have received a lot of support from colleagues, and the coaching I’m receiving has helped me to manage ADHD and perform better in my role.
What positive changes have you seen within the organisation since it started focusing more on neurodiversity?
I have seen an increase in awareness and support within the organisation. The training has provided a clearer understanding of the various neurodiverse conditions, their strengths and challenges. We also have better awareness of what resources, technology and support are available to help manage neurodiverse conditions such as the Access to Work, a Neurodiversity Help Point page, support offered by PAM Assist and a network of trained neurodiversity allies who help to raise awareness and support colleagues.
My active involvement in the neurodiversity support programme has allowed me to connect with colleagues in different parts of the organisation and it’s been great. I have recently been involved in the employee wellbeing programme and have been invited to various events including attending the Inclusive Top 50 Employers Awards evening last year where our organisation achieved 1st place.
How can managers and colleagues best support their neurodivergent team members in practical ways?
As a Mental Health First Aider, I can see the link between neurodiversity and mental health. I would encourage all managers to attend neurodiversity training sessions to understand these conditions, reduce bias, and provide better support for their team members. Managers should take the time to understand individual needs and preferences and offer personalised support.
I would also encourage continuous open communication about neurodiversity as it is necessary to create a more neuro-inclusive environment where people feel understood, accepted and valued for who they are.
2.4.4.
EMPower Community
The EMPower Community is UK Power Networks employee-led platform through which staff views, issues and improvements are captured to help accelerate equality and inclusion across the organisation. The chair of the EMPower Committee sits on the D&I Taskforce among Directors and Senior Managers and acts as the voice of the employee.
Aside from raising awareness, hosting fun and engaging events and championing inclusion, the EMPower Community is able to influence company policy. In 2023, the EMPower Community successfully lobbied for a review of the parental leave policy, leading to an increase in paid maternity leave from 6 weeks full pay to 26 weeks and paternity leave from one to two weeks and are currently developing an accessibility hub to support disabled colleagues.
The EMPower Community grows year-on year and membership currently sits at 458 members, an 8% increase since April 2022.
The EMPower Community were instrumental in the recent enhancement of the maternity and paternity policy
2.4.5.
Women In Leadership Mentoring
Building on the success of the 2022 “Women in Leadership” mentoring cohort, which paired senior female managers with junior female managers and saw 63% secure new positions post-programme, UK Power Networks launched an updated version of the programme which centres around mentoring circles at the end of 2024.
This updated programme format utilises the expertise of five senior leaders from the business, to deliver two mentoring sessions focused on specific topics. The topics include critical soft skills including emotional intelligence, integrity and accountability, and visionary and strategic thinking.
It also now incorporates peer-to-peer learning and tailored training modules to support the development and growth of the 10 female leaders on programme.
3. Place-based Impact Assessment
UK Power Networks is committed to delivering inclusive growth and long-term social value. Working with The Purpose Coalition, it uses place-based data to identify and address barriers to opportunity, recognising its role not just in powering infrastructure but in advancing social mobility.
To help UK Power Networks target its efforts, The Purpose Coalition draws on two key datasets to assess the organisation’s footprint: the Indices of Multiple Deprivation (IMD) and the Social Mobility Commission’s (SMC) 2024 State of the Nation report. Together, these provide a detailed view of where need is greatest and where opportunity is most constrained.
The IMD assesses deprivation across seven domains - including education, health, and housing - at a hyper-local level. UK Power Networks analysis reveals stark disparities within its network:
• Ipswich ranks among the worst nationally for education and employment deprivation.
• West Suffolk shows severe housing access issues.
• Crawley is the lowest-ranked area for living environment quality.
• In contrast, Sevenoaks and Hertsmere show minimal deprivation, highlighting regional inequalities.
The SMC’s Social Mobility Index ranks all upper-tier local authorities on life chances across four pillars: early childhood, education, youth employment, and economic innovation. It confirms that children eligible for Free School Meals face steep challenges - especially in coastal, rural, and post-industrial communities within UK Power Networks footprint.
By combining these insights, UK Power Networks is able to:
• Direct investment to communities with the greatest need,
• Align infrastructure planning with social mobility goals,
• Act as a catalyst for inclusive growth across London, the East, and South East of England.
This evidence-led, targeted strategy reinforces UK Power Networks role as a purpose-driven, place-conscious infrastructure provider and anchor institution.
Crawley (Energy House)Hertsmere (Borehamwood)Ipswich (Ipswich Office)Maidstone (Maidstone Office)Sevenoaks (Sundridge Training Centre)West Suffolk (Bury St Edmunds)UKPN
(Contextual Only) -
Heatmap of Deprivation Indicators Across UKPN Operational Areas
3.1. Education and Skills
IMD Insight:
Across UK Power Networks operational footprint, education-related deprivation is a significant concern in several key locations:
• Ipswich (UK Power Networks Ipswich Office) emerges as the most affected area, with 23.53% of its communities in the most deprived decile nationally for education, skills, and training. This ranks the borough 31st out of 317 nationally — indicating long-term systemic issues with school attainment, adult qualifications, and access to lifelong learning.
• West Suffolk (UK Power Networks Bury St Edmunds Office) also ranks notably high, with 8.00% of communities in the bottom decile, suggesting barriers to upskilling in a largely rural district.
• Crawley (UK Power Networks Energy House) sees 7.58% of communities severely affectedparticularly striking in an area often perceived as economically active due to Gatwick proximity.
• Maidstone (UK Power Networks Maidstone Office) records 6.32%, revealing pockets of entrenched educational disadvantage in a region otherwise ranked mid-table overall.
In contrast, Sevenoaks (Sundridge Training Centre) and Hertsmere (Borehamwood) report 0% of communities in the most deprived decile, reinforcing the regional variation in education outcomes - often hidden at higher geographic levels.
SMC Insight:
The Social Mobility Commission identifies early years as the most critical period. Children eligible for Free School Meals (FSM) are 20 percentage points less likely to reach a ‘good level of development’ by age 5 than their more affluent peers. The Commission highlights that these gaps continue through school and into adulthood, disproportionately affecting towns like Ipswich and rural areas such as West Suffolk.
3.2. Employment and Economic Opportunities
IMD Insight:
Employment deprivation highlights further geographic inequality:
• Ipswich again ranks highest within the UK Power Networks estate, with 12.94% of communities in the most deprived decile. Despite being a local economic hub, the town faces significant involuntary labour market exclusion due to health, skills, or structural unemployment.
• Hertsmere (Borehamwood) and Sevenoaks (Sundridge) report 1.61% and 1.35% respectively, while Maidstone (Maidstone Office) stands at 1.05% - all revealing smaller but still meaningful concentrations of worklessness.
• Crawley (Energy House) and West Suffolk (Bury St Edmunds) record 0%, showing no communities in the lowest decile nationally for employment. However, this doesn’t rule out underemployment or insecure work conditions.
SMC Insight:
The SMC confirms that although employment rates are higher in the South East, intra-regional disparities persist - particularly in semi-urban or former industrial towns. Labour market access remains a critical barrier, especially where digital infrastructure or transport connections are weakas can be the case in parts of Suffolk and Kent.
3.3. Health and Wellbeing
IMD Insight:
Health-related deprivation is unevenly distributed across the network:
• Ipswich (Ipswich Office) stands out again with 8.24% of communities experiencing poor health outcomes - physical or mental - that impair daily functioning. This places it 71st nationally, signalling a public health priority.
• In contrast, Crawley (Energy House), Maidstone (Maidstone Office), West Suffolk (Bury St Edmunds), Sevenoaks (Sundridge), and Hertsmere (Borehamwood) all report 0% in this category - likely benefiting from stronger health infrastructure and more affluent population profiles.
SMC Insight:
While health is not directly assessed in the SMC’s social mobility index, the Commission acknowledges that chronic poor health - particularly mental illness and long-term conditions - limits educational attainment and employability, compounding disadvantage over time.
3.4. Barriers to Housing and Services
IMD Insight:
Housing affordability and service accessibility is one of the most pronounced issues across the UK Power Networks estate:
• West Suffolk (Bury St Edmunds) shows the most extreme deprivation: 27% of its communities fall into the most deprived decile for housing and services — placing it 20th out of 317 nationally. The area’s rurality and limited transport access amplify these challenges.
• Maidstone (Maidstone Office) records 14.74%, while Sevenoaks (Sundridge) and Hertsmere (Borehamwood) also report double-digit figures - 12.16% and 9.68% respectively - reflecting commuter-belt affordability pressures.
• Crawley (Energy House) scores 9.09%, indicating a growing mismatch between housing costs and local incomes, even in more economically dynamic areas.
• Ipswich (Ipswich Office) is less affected, at 1.18%, but this masks wider issues like temporary accommodation and quality of housing stock.
SMC Insight:
The SMC highlights housing access and connectivity as fundamental to mobility.
Regions such as West Suffolk - which score poorly on housing and services - often lack reliable transport, digital access, and affordable housing options, making it harder for residents to reach work, school, or health services. These issues often go under-recognised in national statistics but are central to UK Power Networks place-based mapping approach.
4. Recommendations and Next Steps
1. Community Investment and Customer Empowerment
UK Power Networks should consolidate its leadership in community investment by embedding transparent governance and involving diverse community stakeholders - including local authorities, charities, and customersvia a dedicated Community Advisory Board.
This board can help guide strategic investments, ensuring alignment with both regional need and local voices, particularly in areas like Ipswich, Crawley, and West Suffolk, which face high educational, health, and housing deprivation.
Projects should prioritise:
• Tackling fuel poverty and energy resilience,
• Supporting the capacity of community energy groups (e.g. Energise Sussex Coast, Community Energy South),
• Improving local development through place-based data in Section 3.
Outcome-based reporting should mirror successful trials like the Power Protect innovation trial and the Warm Welcome Spaces, measuring:
• Households reached;
• PSR registrations;
• Carbon savings;
• Local energy advice outcomes.
To scale sustainably, UK Power Networks could continue utilising matched employee giving and deepen strategic partnerships with government, energy charities, and voluntary organisationsfollowing the model of its £1 million commitment to community energy initiatives.
UK Power Networks Priority Services Register (PSR) expansion could focus on near-universal coverage of eligible households using advanced AI and place-based analytics to proactively identify vulnerable communities. This is especially important in digitally excluded and rural areas like West Suffolk and Maidstone.
2. Workforce Development and Wellbeing
Building on its Inclusive Top 50 Employer #1 ranking and recognised apprenticeships programmes, UK Power Networks can deepen social mobility through targeted, inclusive, and scalable workforce initiatives.
UK Power Networks could expand access to its surplus apprenticeship levy not just for employees but also supply chain partners and underserved residents across educationally deprived regions like Ipswich and Crawley.
The training could focus on:
• Net zero technologies
• Data literacy
• AI-driven operational systems
Programmes like Power Among Us and Powering Potential should be formalised with clear recruitment pipelines, wraparound mentoring, and alignment with direct hiring, like guaranteed interviews, targeting NEET young people and individuals furthest from the labour market.
Collaborations with partners like Urban Synergy, and Future Frontiers can drive inclusion and long-term upskilling for both urban and rural communities like Suffolk and Essex.
Workforce wellbeing should build on UK Power Networks expanded occupational health provision, ‘Stay Safe’ culture programme, and DEI dashboards - ensuring psychological safety, mental health access, and physical wellbeing remain core pillars of workforce strategy.
Programmes like Power
Among Us and Powering
Potential should be formalised with clear recruitment pipelines
3. Inspire the Next Generation Through STEM and Education
UK Power Networks deep STEM footprint and award-winning apprenticeships offer a foundation for systemic talent pipeline development across the regions it serves.
To address persistent skills gaps and improve long-term mobility, UK Power Networks could scale and geographically target its STEM outreach using IMD and SMC data to reach disadvantaged schools - particularly in Ipswich (23.5% education deprivation), Crawley, and Maidstone.
Existing STEM efforts - Circuit Street, Powerful Futures - could be supplemented by:
• Interactive school programmes starting in primary (via Primary Engineer);
• Targeted interventions for FSM-eligible pupils and young women through Girls in Power, WISE, and Motivez.
The Purpose Coalition campaign is proudly run by This is Purpose, part of Crowne Associates. Copyright © 2025. Crowne Associated Ltd is a corporate affiliate member of the Chartered Institute of Public Relations, and reports lobbying activities to The Office of the Registrar of Consultant Lobbyists, in line with the Transparency of Lobbying, Non-Party Campaigning and Trade Union Administration Act 2014. You can read our Code of Conduct at crowneassociates.uk/code-of-conduct.