2014

The Economic Regeneration Category has now been discontinued.

The Economic Regeneration Category has now been discontinued.

2013

Logo: Purdy

Purdy Futures

Purdy, a small business, delivers Purdy Futures which is focused on supporting disadvantaged young people into sustainable careers within the building services sector. Purdy works with schools to raise awareness of careers in the industry, offering 20 work experience placements per year and recruiting on average 8-10 apprentices per year.

Unlike many competitors, Purdy directly employs their engineers rather than using sub-contracting. Purdy Futures was created by the senior management team as a way to recruit employees of the future that are able to deliver a high quality service to their customers. Over the past five years the programme has supported over 100 work experience placements and recruited over 50 apprentices.

Purdy estimates a saving of around 20% compared to competitors that use sub-contractors and their low staff turnover rate (2-3%) is a testament to the substantial investment in their staff.

2012

Logo: MITIE

Real Apprentice

The Real Apprentice is an employability mentoring programme for unemployed people from all backgrounds, devised and run by MITIE since 2005.  Since 2010 MITIE has partnered JobCentrePlus nationally enabling greater diversity and inclusion.  . Participants learn the technical aspects of a role and also long-term employability skills such as time keeping, attendance and team work. Each participant has a buddy to ensure they are nurtured on-site and there is an overall coordinator to mentor outside of office hours.

MITIE has worked in partnership with organisations such as Veterans Aid, Crisis, Working for Wellness, Action for Blind and Centrepoint to be able to provide holistic support to the apprentices.

Some site mentors were previously Real Apprentices like Deepa Patel, Team Leader at a client global law firm who mentored Elesha Johnson on the latest Real Apprentice.

Out of the 198 who have completed the Real Apprentice since 2005, 148 have been offered employment.

2011

Logo: Lakehouse

Building Lives / Lakehouse Legacy

Lakehouse Legacy was established in 2007 to target and expand the number of apprentices from disadvantaged backgrounds that Lakehouse recruited. The success of this project led to the development of the Building Lives Training Academy – a registered social enterprise that delivers training and employment for disadvantaged individuals in the communities that Lakehouse works with.

The programme engages 100 people a year on a 5 day taster course in construction, of which 40 move on to a level 1 course in maintenance operations and green building skills. Successful graduates are guaranteed an apprenticeship with Lakehouse or one of their partner organisations. At least 30% of the intake at Building Lives are referred by homelessness charities, with many of the other trainees coming from disadvantaged backgrounds.

Further training centres are planned in Southwark, Sutton, Greenwich and Hackney. By 2012, Building Lives will generate 200 apprenticeships a year for people of all ages and backgrounds.

2010

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Logo: London City Airport

Take Off into Work

London City Airport’s Take Off into Work programme aims to address the fact that unemployment in Newham, at 10.1%, is almost double the average in the UK*. The programme provides airport-specific employability training and into-work support for unemployed Newham residents.

The Take Off into Work programme is provided at least five times a year, including two weeks of training followed by a work placement and interview with a London City Airport employer. The objective is to raise aspirations and help candidates into work, whilst also having the added benefit of saving participating employers on recruitment costs – estimated to be over £1000 per job role.

In just over a year, the airport has supported 101 local residents into employment – 5% of whom had never worked prior to the programme and 78% had been unemployed for six months or longer.

*Based on 2008 figures

2009

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Logo: Base Creative

Work With Us Programme

 Overview

The Work With Us programme was launched in 2005 and provides a pro-bono digital marketing service for one London-based charity each year.

In 2008, the Brokerage Citylink, a charity that helps young people in inner-city boroughs gain jobs and work experience in the City,  was selected to benefit from the programme. The service included a bespoke designed website, a built-in search engine optimised website, a content management system to allow updates to the website, a full email setup and training on managing the website.

Management

Base Creative decided to work with one charity per year to enable the charity to achieve as much as possible from the partnership. Each project is managed in the same way as work for paying clients and is run and managed to Base Creative's high standards.

All six members of staff are involved in the delivery of the project, both in terms of selection of charities and delivery of the final product. Base Creative donates over 200 hours per year to the project's delivery and 70 hours in running the programme through the marketing and selection process. All of the six members of staff are involved in the programme.

Impact

The financial value of the project was estimated to be over £16,000. The average time spent on the new Brokerage website is now 14 minutes; previously it was less than two. The number of visitors to the website per month has increased by 300 per cent. An online registration service has vastly reduced the number of hours spent on data entry by the Brokerage staff.

‘I can't tell you what a difference it has made, being able to enthusiastically signpost people to the site, knowing how great it looks - especially having spent a least a year trying not to mention we had one.'

Caroline Reeson, CEO, The Brokerage Citylink

2008

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Accessibility

Logo: Mace Sustain

Regeneration and Inclusion Programme

Overview

The Mace Sustain regeneration and inclusion project provides construction employment and training opportunities with a view to engaging the communities in which the Mace Group works. The project focuses primarily on those facing barriers to employment: those with few or no skills, long-term unemployed, homeless, women, lone parents and people from minority ethnic groups. The project works with employment services, New Deal partnerships, local authorities, colleges, refugee organisations, women's groups and various other local community organisations to match local people to training and employment opportunities on Mace Group projects.

Mace Sustain believes that construction projects can deliver a substantial increase in local employment opportunities. These opportunities have the potential to improve the low economic activity rates and address both the higher levels of unemployment in the communities that we are operating in and the current industry skills shortages.

By providing appropriate screening and training, as well as further mentoring and support once new recruits are in place, regeneration & inclusion managers can help reduce staff turnover and ensure that recruitment costs are kept to a minimum.

Management

The programme was established in 2001 on the basis that as construction and project management specialists, Mace Group was in a unique position to leverage its supply chain, clients and local outreach organisations to benefit the localities in which the business was operating.

The London programme is run by seven managers and championed by the Chief Executive. An executive steering group has been established with representation from Mace Sustain, key clients such as Southwark Council and key training organisations such as Constructing Skills. As well as overseeing the programme, this group is a forum where our partners share good practice and learning from elsewhere in London.

A wide range of key performance indicators (KPIs) have been introduced and are monitored both internally and by external partners. Targets are set for specific groups such as under 25s, those from BAME backgrounds and women and the number of training and sustainable employment outcomes are also measured. The social inclusion programme has been so successful that it is now recognised as an integral part of the Mace Group service.

Impact

Since 2001 the Mace Sustain regeneration and inclusion project has engaged and supported more than 1,500 beneficiaries across London. All beneficiaries have received an information advice and guidance session, and created an individual learning plan. 75 percent of all beneficiaries engaged in the programme have gained a construction related qualification, 15 percent of all beneficiaries have been women, and 65 percent of all beneficiaries have been from black and minority ethnic groups. Over 500 beneficiaries entered full time employment through the scheme

"I contacted Sustain after a friend gave me the number and my life has changed since I did. I had been unemployed for about five months and before that I'd been doing agency work. Now I am the logistics team ganger with Wilson James and in a few weeks time I'm going for my NVQ1... I can't believe how much my life has changed! It's great!"
Programme participant

2007

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Accessibility

Logo: Trowers & Hamlins

East Potential Routes to Work Scheme

Overview

Trowers & Hamlins has worked with East Potential, on its Routes to Work Scheme since 2004. East Potential is an East London charity that provides accommodation, training and employment opportunities. Through Routes to Work, a scheme that gives local residents the opportunity to try a new career path through work experience, Trowers & Hamlins run 12 two week work placements each year which offer a broad range of office experience from secretarial duties through to more specialist administrative responsibilities.

Learners often lack confidence and discipline, have poor communication skills and have little awareness of workplace culture. Work placements give attendees the chance to develop these skills and more, and to build positive relationships with employees. Every attendee is allocated a mentor to assist their development. At the end of the two weeks, they attend an appraisal conducted by someone senior in HR, with their mentor also present. This is a two way process so that as well as helping them by assessing performance and providing constructive feedback and advice for the future, Trowlers & Hamlins are able to learn what they enjoyed and what they did not, and where appropriate, make changes to future placements.

Since 2004, Trowers & Hamlins have run 47 work placements. Through these placements Trowers & Hamilins themselves have recruited 13 people.

"I enjoyed the fact I was actually learning on the placement. I was fully expecting to be sitting at a desk for 2 weeks browsing the internet and answering the phone. I was gratefully surprised."
- Danny, Trowers & Hamlins IT Department.

Management

The project is run by the Deputy Head of HR and members of her team. Senior Partners are involved in communications, training, and in the interview process. There have been approximately 15 members of staff involved as mentors since 2004, each being available for four weeks annually to work with learners.

The scheme is discussed monthly at CSR committee meetings, chaired by the Senior Partner and attended by five other partners, as well as senior and junior members of support staff. The Deputy Head of HR holds periodic review meetings with staff recruited via East Potential to gauge their views on how Trowers & Hamlins' involvement with the organisation can be improved.

Impact

As a direct result of commencing employment with Trowers & Hamlins, 6 employees have been able to prove they are financially independent and consequently have moved out of the supported accommodation provided by East Potential, and into flats/houses in the East London area.

The Routes to Work Scheme means the difference between dependence and independence - both financially and living. It also provides a sense of purpose, value and confidence to individuals who might otherwise not have that feeling. Trowers & Hamlins' project has also enabled their existing staff to work with people that perhaps they might ordinarily have not worked with and in doing so, has improved the diversity of the organisation.

"Trowers & Hamlins is an exceptional partner on the Routes to Work programme. Not only do they offer cyclical work experience, which is critical to the success of the scheme, the firm quite often offers employment to the best candidates.

The commitment of the Trowers & Hamlins staff team, at all levels of the law firm, has been outstanding.

The partnership with the firm has grown significantly over the years and we are delighted that as a result of the work placements Trowers & Hamlins now offer a legal secretarial programme to East Potential candidates who want to go on and achieve further qualifications, whilst in employment at Trowers & Hamlins."

- Kate Chester, Head of Community Training at East Potential

2006

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Accessibility

Logo: Deutsche Bank, Linklaters & UBS

Project Shoreditch

Overview

Project Shoreditch is a unique partnership between East London Business Alliance (ELBA), Deutsche Bank, Linklaters, UBS and the Shoreditch Trust with the aim of involving business to promote regeneration of the community. Working directly with the Theme Managers at the Shoreditch Trust (the New Deal for Communities organisation in this area), Project Shoreditch is able to focus its objective to place employee volunteers into organisations within the area, thus directly benefiting the community and assisting with regeneration of this deprived area of Hackney.

Management

Project Shoreditch was designed to give equal weight of support from each of the corporate partners with direction by Shoreditch Trust. ELBA acts as a broker between the community and private sector and oversees the day to day management of the project. To ensure consistency and maximise the impact of work with grassroots organisations, a Project Manager is based 1 day a week at the ELBA offices and 4 days a week seconded to the Shoreditch Trust offices.

To support this partnership and ensure its strategic aims the ELBA Hackney Board meets quarterly, chaired by a Managing Director at UBS and containing representation from the relevant members of Team Hackney, the Hackney Strategic Partnership board.

Communication is vital to the success of the project and consists of, amongst other elements, such as regular update meetings with the theme managers at the Shoreditch Trust, outreach and developing relationships with over 35 organisations including 6 schools, and the Project Shoreditch Steering Group which meets every 6 weeks.

Recruitment of volunteers takes place via a variety of means including volunteer recruitment sessions, presentations to staff teams, volunteer newsletters, volunteer exhibitions, intranet articles, emails, posters etc. ELBA provides mentoring training and facilitates the introductory meetings for all business volunteering as well as providing guidance to team leaders undertaking Team Challenges. A leaflet has been designed and produced which communicates to local organisations the support available through Project Shoreditch.

Impact

Project Shoreditch was launched in April 2005 and to date over 1,000 employee volunteers from Deutsche Bank, Linklaters and UBS have supported over 40 Shoreditch based organisations and schools through: team challenges, pro-bono legal advice, business planning, mentoring, training, web design, workplace visits, tickets to London events, trips to art galleries, fundraising and more. The project has reached over 7500 Shoreditch residents, worked with 35 community groups, 6 schools, 8 small businesses, and 3 teams within the public sector.

35 mentors have been matched with long term unemployed residents and disaffected young people through Jamie Oliver's Fifteen Restaurant and the Hoxton Apprentice. All 3 businesses have financially supported these organisations. A further 21 mentors are working with other Shoreditch organisations e.g. Digital Bridge, Shoreditch Audiences, SKY Partnership and the Street Level Project to support the development of employees. Business volunteers have also been utilised to help Shoreditch residents improve their employabliity through raising aspirations and helping with interview skills.

UBS volunteers have worked with the Innovatory (a social enterprise training association) assisting with developing loans for small businesses and social enterprises based in Hackney. The Patrtners have also supported 8 small businessed including Joule, a social enterprise Events Company which organises the Shoreditch Festival, by providing business mentors and advice on issues such as safely running events.

Volunteers from Linklaters worked with Hackney Play Association to create a newsletter for "at risk" voluntary organisations. Over 30 organisations now have the skills to ensure their premises are secured.

£49,500 has been raised through gifts in-kind and over £90,000 has been leveraged through in-kind support. Project Shoreditch continues to work with over 35 voluntary groups to ensure they become sustainable through business volunteer placements.

Shoreditch Digital Bridge aims to bridge the digital divide and increase access to services creating one of the largest broadband communities in Europe. Mentors from Linklaters and UBS have been matched with the CEO and Operations Director of Digital Bridge and other volunteers from ELBA member companies are supporting the development of the business plan. Legal advice has also been brokered for the Housing Team to help develop a Community Land Trust model for affordable housing.