2016

Dentons

Dentons for Poplaw Legal Advice Clinic

Global law firm Dentons set up Poplaw Legal Advice Clinic in Tower Hamlets 10 years ago. Dentons lawyers staff the drop-in clinic 50 weeks of the year, offering free legal advice to local residents who may otherwise struggle to access legal advice. Dentons lawyers are supported by law students from nearby Queen Mary, University of London, some of whom have become trainee solicitors at Dentons.

Since opening, Poplaw has provided over 10,000 hours of advice on issues such as debt, housing and welfare to 4,500 clients, 90% of whom rate the service highly. The clinic has saved the local community £4.8 million in legal fees and Dentons plan to open a second clinic in 2017. 

“To have Poplaw in our neighbourhood is an essential lifeline for many of our residents. The service reflects what good CSR looks like” Babu Bhattacherjee, Poplar HARCA.

 

Impacts

  • Drop in clinic staffed 50 weeks a year
  • 10,000 hours of free legal advice provided
  • 4,500 clients served, 90% of whom rate the service highly
  • £4.8 million saving in legal fees to the community

 

2015

Barclays

Barclays’ 7 year partnership with Ian Mikardo High School in Tower Hamlets has supported the school’s notable turnaround. The work has won an Award as it demonstrates a long term commitment to an excellent project with sustained impact for the community.

Ian Mikardo High School is one of programmes local to its head office in Canary Wharf, in the disadvantaged London borough of Tower Hamlets. The partnership with the school forms part of Barclays’ 5 Million Young Futures commitment to invest not only money, but colleagues’ time and expertise in community programmes to enhance the enterprise, employability and financial skills of five million disadvantaged young people, aged 10 to 35, by the end of 2015.

The school’s 48 boys have profound and complex social, emotional and behavioural difficulties and many have learning difficulties. Most have been excluded from other schools and all were at risk of becoming NEET (not in employment, education or training).

Barclays’ support for this specialist school has been sustained and far reaching. In addition to providing mentors to develop young peoples’ employability, the bank funded a family support worker to address issues faced by the pupils’ families, including housing and financial literacy. A child and adolescent psychotherapist, also funded by Barclays, supports students’ emotional development.

This holistic approach ensures that the school is embedded in the local community and that parents support their children’s education. During the period of the partnership, 97% of boys at risk of becoming NEET have achieved employment, education or training.

Impacts

  • 97% of at risk pupils achieved employment, education or training after leaving the school
  • 100% of pupils made significant progress with literacy and numeracy
  • 200 students and their parents supported over 7 years
  • 90% of Barclays staff said volunteering made them proud to work for the company

“Barclays understands that only a long-term and on-going programme can transform the lives of disadvantaged and vulnerable people, and they have underpinned this with sustained support. The school’s intervention is holistic and deep, and Barclays’ partnership over the last seven years has made an invaluable and strategic contribution,” said Claire Lillis, Head Teacher of Ian Mikardo High School.

2014

Logo: Hogan Lovells International LLP

Supporting and Empowering Women

Hogan Lovells’ women’s programme has taken a holistic approach to supporting and empowering women for many years, addressing a variety of issues faced by women.

The firm’s activities include providing pro bono legal advice to female social entrepreneurs and victims of abuse and human trafficking; supporting socially isolated women; and empowering girls to reach their potential through partnering with Elizabeth Garrett Anderson School. As founders of the HRH Prince of Wales led project, Mosaic, the firm has helped young people from disadvantaged backgrounds to develop skills such as debating, public speaking and entrepreneurism.

The firm has given over one million pound worth of hours of pro bono legal advice to women’s rights projects since 2010 and has reached over 2,500 socially isolated women through partnership with St Luke’s Community Centre since 2008. The programme has also strengthened the firm’s relationships with some key clients with whom they collaborate with on projects such as Business Class. 81% of Business Class volunteers reported that the programme had given them pride in Hogan Lovells.

2013

Logo: Lloyd's of London

Lloyd's Community Programme

Lloyd’s Community Programme (LCP) was set up in 1989, making it one of the longest-running City-based community programmes. The programme’s aim remains to improve the educational attainment and life chances of young people.

Reaching into half of Tower Hamlets’ schools, Lloyd’s focuses on
supporting students with literacy/numeracy, raising aspirations and employability. 20% volunteer growth last year meant that 3,000 young people from 45 Tower Hamlet schools were supported. 80% of the Lloyd’s-supported Aim2Attain cohort at Cambridge Heath Sixth Form has achieved a place at university this autumn with 40% of those at Russell Group universities.

To improve local employment and support for local start-ups, Lloyd’s set up the Lloyd’s Loan Fund for small businesses in the 1980s, signed up to the London Living Wage and provide paid internships for local students. A 2013 survey of the interns showed that 91% were very interested or would now consider a career in insurance as a result of their internships compared to only 13% who said they felt familiar with insurance when
surveyed before their internship.

2012

Logo: UBS

25 Years of UBS in hackney

For over 25 years, UBS has consistently addressed economic and social deprivation in the London Borough of Hackney. Success is achieved by strategic focus, long-term commitment and by deep-dive Hackney-based projects that are replicable.

By supporting initiatives such as the Bridge Academy to industry-wide initiatives such as East London Business Alliance, the community has benefitted from improvements to their aspirations, employability skills and academic performance. UBS has supported the roll-out of IntoUniversity that has enabled 70% of the 1,121 students they reach to progress to Higher Education. Continuing on the educaiton theme, UBS has been part of the borough’s strategy to support underperforming pupils – with long-term initiatives like reading in schools, through their partnership with the National Literacy Trust to roll out their family reading programme. UBS also drive economc regeneration by supporting 48 new business start-ups through their partner HBV.

Over 1,900 UBS employees from all levels volunteered last year, providing over 16,000 hours of support. Since 2005, UBS has directed over £12m of support, (financial, in-kind and employee volunteering) into Hackney. This supported a total of 5,047 individuals.

Logo: 8build

Giving Back

8build, a construction business with  70 employees, was founded in 2005 with the vision of developing an open, honest and ethical corporate culture. Since 8build’s inception they have understood their commitment to the community as being one of their key responsibilities.

The company’s Giving Back scheme has created and supported activities to support education, economic regeneration and social inclusion. Over the past six and a half years, 8build have helped 113 charities in London, eight students have taken part in placements for up to six months and 80 students have participated in career workshops. As well as raising aspirations, 8build have also donated over £42,000 to charities and engaged in pro-bono support, not-for-profit construction projects and worked with the homeless.

2011

Logo: Freshfields Bruckhaus Deringer

Freshfields London Community Programme

Freshfields pro-bono and community investment programme enables participants to use their skills, expertise and commitment to work on some of the key issues that affect some of London’s communities: homelessness, quality education, employability and access to justice. Their programme started over 35 years ago, but has moved from business philanthropy to more strategic activities over the past few years.

Freshfields staff volunteer across a number of activities, including coaching and mentoring, literacy and numeracy programmes and work experience – all of which are key to raising the aspirations, achievements and employability skills of young people in London.

One of their greatest achievements in London has been the launch of the Children’s Legal Service Unit following their three year sponsorship of Shelter’s work to end child homelessness.

Freshfields believe that access to legal advice is fundamental to a thriving society and encourage their staff to use their professional skills at a number of legal advice drop in centres throughout London.

2010

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Logo: Ernst & Young

Helping Young People Achieve their Potential

Ernst & Young have focused their efforts on supporting young people in Southwark to achieve their potential, with a particular focus on the areas of education, entrepreneurship and the environment. Their involvement includes supporting four schools and a wide range of community organisations, acknowledging that learning is important both inside and outside of the classroom.

In partnership with the Volunteer Centre Southwark, Ernst & Young volunteers have invested more time than any other Southwark business over the past six years. The volunteers made environmental improvements to schools, educational sites and communal areas.

Key impacts of their support include 80% of mentored students achieving better than predicted GCSE grades and over 100,000 young people in the Southwark area benefiting from improved educational facilities and environmental sites.

2009

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Logo: British Land

West Euston Community Support

Overview

In 1984, British Land purchased a large area of property in West Euston in Camden. West Euston is an area with high levels of deprivation and high levels of social exclusion; so the West Euston Community Support programme addresses the challenges facing the local area, working with people on a committed basis. The support includes management time, skills, expertise, as well as access to facilities and financial contributions.

Management

The West Euston Community Support project is managed through senior executive's on-going support of organisation in the West Euston area. Factors such as executives governing West Euston schools, local residents getting involved in the Community Support project, in addition to British Land obtaining feedback from volunteers and community partners had led to the success and sustainability of the West Euston Community Support programme.

Impact

Since the 1990s, British Land has built a new One-Stop-Shop, a local crèche and is building a new community theatre. They are re-developing estates along Osnaburgh Street and Hampstead Road, which will deliver an economic lift to the area, by providing residential units with over 60% of affordable housing and create 2,400 new jobs. Crime has dropped in the area, including burglary which has decreased by 30% since 2001 and assault by 20%.

Educational facilities have improved through direct investment and British Land's management assistance in the governance of South Camden Community School since 2005. British Land has also taken on work experience students.

‘I would like to thank British Land. This is an excellent partnership that will continue to grow and make a difference to the lives of people.'

Nasim Ali, Labour Councillor, Regent's Park Ward. Former Mayor of Camden

2008

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Accessibility

Logo: UBS

The Bridge Academy, Hackney

Overview

UBS has established a new independent state secondary school in Hackney through the Government's Academies programme. The Bridge Academy, Hackney, is a mixed, non-denominational school for 11-18 year olds. 187 students joined in September 2007 and by 2013 it will cater for 1,150 students, including 250 sixth formers. Specialising in music and mathematics, it teaches a broad and rich curriculum and is a local school for students of all abilities. The academy's mission is to "give young people the best possible education, whatever their background or ability, and to help them develop a lifelong enthusiasm for learning."

Up to the end of 2007, UBS had contributed 8,562 volunteer hours to the Bridge Academy, involving 700 volunteers. Volunteering roles included mentoring opportunities, student induction, sports activities and ICT workshops as well as specialist strategic advice on security, catering, procurement, Human Resources, legal and IT issues. Six senior staff members from UBS sit on the Academy's Board of Governors.

Not only have UBS made a substantial financial investment to the Academy themselves, but they have also leveraged donations from staff and clients.

Management

A full-time UBS/Bridge Academy Hackney Relationship Manager sits within Community Affairs team and is responsible for partnership management and delivery. During the programme's set up phase, UBS used educational advisors to aid with the programme design.

The project is monitored by a Charity Committee which is made up of 12 UBS Managing Directors. Progress is measured by: student, parent/carer feedback, Student 'value-added' measures and admission figures to the Academy. The benefits to UBS are also measured in terms of reputation by looking at volunteer and client feedback and the volume of any positive internal/external communications.

Impact

UBS's support of the Bridge Academy has had a direct positive impact on first intake of 187 Year 7 students and families. For example, there has been unprecedented (local) overall attendance level to date (96 percent) increasing students' anticipated educational attainment. 90 percent of students are currently learning a musical instrument. By 2013, 1,150 children will benefit annually.

In the first intake of students, 100 percent of students agreed with statement 'I am enjoying my lessons', 92 percent of Parents or carers agreed that 'the Academy is well-led and managed'. Early indications show that that Key Stage 3 targets will be achieved putting the Bridge Academy in the top 10 percent CVA (Contextual Value Added: Performance Tables) schools in UK.

"Attendance figures are so high because no-one wants to miss anything."
Student

"The enormous contribution of staff from across UBS [for The Bridge Academy project] shows what a superb contribution the 'whole' of a business can make to society when it determined."
Alan Wood, CEO, TLT

"Sustainability [is at] the forefront of UBS's thinking. If this is the scale of association you can get between a leading commercial organisation and a London Borough through the development of one academy, think what could happen if more organisations like UBS were engaged in academies nationwide."
Lord Andrew Adonis, chief architect Academies programme

2007

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Logo: Merrill Lynch

Merrill Lynch Responsible Citizenship Programme

Overview

The Merrill Lynch Responsible Citizenship Programme began in 1999 and reflects the firm's focus on young people's skills development and economic wellbeing. The programme's principal philanthropic focus is the education of young people from socially and economically challenged communities.

The Programme works with pupils at Osmani Primary School, Swanlea, Mulberry and Bow Secondary Schools. The chief component of this Programme is the Merrill Lynch Enterprise and Entrepreneurship Programme (MLEE). Within the MLEE programme, 475 volunteers have now worked with 1,800 pupils on a 3-year programme of 16 enterprise-based activities designed to introduce students aged 12 to 15 to the world of work, improve their financial literacy, communications and work-related skills. The Programme now attracts over 500 members of staff who take part in programmes each year, many on multiple occasions.

MLEE not only teaches enterprise & entrepreneurship but also key life skills. Activities take place either at the schools or at Merrill Lynch offices, delivered or supported by Merrill Lynch colleagues. The programme includes:

  • Induction Day: students undertake a marketing exercise and present to their peers
  • Basic Beliefs lesson: on responsible behaviour in school and in the workplace, where students produce a set of school rules and present to their class
  • Three Project Business days: students learn about the market economy, savings and investments and methods of production
  • Three 'Investing Pays Off': finance-related lessons on budgeting, financial plans and international currency
  • Presentation skills: coaching and competition
  • Cranfield Business Challenge: a business simulation to help students learn to run a business.
  • Essay Competitions: improving students' literacy
  • Career Options: students are helped to identify academic subjects to support a potential career. Followed up by visits to the schools by Merrill Lynch colleagues.
  • Enterprise Clubs: students set up their own businesses.

There is also a Summer Business School (three-day THEBP enterprise skills course) and a Study Skills Weekend at Bowles Outdoor Centre (team building and enterprise study activities). Partnerships have been developed with Young Enterprise, NFTE, Cass Business School, Cranfield Business College.

Impact

At the start of the partnership with Osmani School in 1999, the school had just emerged from special measures. Key Stage 2 SATs have since improved from 63 per cent at Level 4+ English (2000) to 91 per cent (2007) and from 80 percent Maths (2000) to 91percent (2007). Maths and English results are now above national averages.

Attendance at Bow School is at its highest ever at 93.6 per cent, and the school has been named the 19th Most Improved School (Key Stage 3). Year 11's exit survey showed that Merrill Lynch's business mentoring was the top response as to what had made the most difference to the school.

MLEE has given 1,800 students access to 7,000 days of enterprise learning through 30 activities, delivered by 475 Merrill Lynch professionals and enterprise education partners. Recent Year 9 Level 5+ Maths SATs results have improved by 17 per cent at Swanlea (72 per cent) and 5 per cent at Bow (60 per cent) and Mulberry (71 per cent). Swanlea's Key Stage 4 Business results A-C have increased from 54 per cent to 95 per cent, which the school attributes to MLEE for 'stimulating pupils' interest in, and providing an excellent foundation to the subject.

Business Mentors have provided advice, inspiration and encouragement to more than 140 students at Bow School. The school attributes improved exam results to the programme's success.

MLEE schools testify that students benefit from learning about the fundamentals of business and personal finance and gaining an insight into the world of work and business professionals. They develop important life and work-related skills like communications, presentations and public speaking skills. The programme helps break down perceptions of the City of London being inaccessible to them in providing future careers. The development of these skills are transferable to their parents, many of whom may not be familiar with some of the financial knowledge gained through MLEE.

2006

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Accessibility

Logo: KPMG

Corporate Social Responsibility

Overview

KPMG's Corporate Social Responsibility (CSR) mission is to inspire, challenge and empower our people, to positively contribute to our local communities and environment to create a sustainable business future. The CSR community focus is on education and enhancing social inclusion.

For more than a decade, KPMG in the UK has built a vibrant, far reaching and co-ordinated programme of CSR. Over the past 2 years, the firm has become involved with a number of exciting new education and social inclusion projects, including the development of a proposed new City Academy in Hackney and a new programme to support ex-Service personnel back into work. This builds on a programme launched in 2001 by KPMG and other organisation to provide ex-homeless people with a training and work placement programme to increase their confidence about (re-) entering the workplace.

KPMG has improved its environmental performance and measures it more rigorously. Recent achievements include all offices being certified to ISO14001; all of the paper used, including marketing collateral, being made from recycled paper containg100% post-consumer waste; and the Responsible Consumption programme has developed a culture whereby employees are aware of and actively contribute to the firm being environmentally responsible (half the financial savings made through this are donated to a staff charity).

Management

KPMG's CSR programmes are managed by a central team responsible for the development, delivery and evaluation of community activity. CSR reports directly to the UK Board.

KPMG works with local brokers, government and other businesses to identify local needs and how the firm can help. Each of the London offices has a CSR Forum - a group of people from all grades of the business who are interested in CSR - who help implement the national CSR strategy and respond to local priorities. KPMG works with reputable brokers to deliver its community programme and ensure that all relevant issues including health & safety, insurance, reputational risk and criminal record bureau checks are considered and processes are put in place. Volunteers are recruited using internal communication channels including dedicated intranet site, weekly all-staff e-newsletter, e-mails and presentations. Specific training is provided for the variety of programmes run and support materials made available on-line. Volunteer relationship managers are trained to develop on the ground relationships with local organisations. A Volunteer Survey is carried out annually to identify the benefits individuals derive from volunteering and understand the impact of volunteering on the individual, community group and the business. KPMG also speaks to its community partners and beneficiaries to understand their thoughts on corporate involvement and ways in which the firm could continue to support them.

Impact

In 2004-05 KPMG's community investment was £4.4million and over 35 % of staff volunteered during the working day (all staff have half a day of work time to volunteer each month). Increasingly KPMG is working with other businesses and organisations to improve its positive impact on society.

  • Promoting Basic Skills: KPMG initiated the National Number Partners Consortium with Tower Hamlets EBP in 1999, bringing business people into schools to work with small groups of young people in game based numeracy activities. This programme now provides resources from Key Stage 1-3, and financial literacy games for KS4 were recently launched. It is estimated that more than 12,000 pupils have been supported through the programme to date; with some 3,000 pupils in nearly 200 schools supported by nearly 1,000 volunteers in 140 organisations last year.
  • Supporting Leadership in schools - devised by KPMG in 1995, Partners in Leadership has successfully matched over 5,000 head teachers to date and involved more than 1000 companies.
  • Widening Access: KPMG supports an innovative Partnership for Schools project with Clare College, Cambridge and Clifford Chance which aims to raise the aspirations of young people from Tower Hamlets, Newham and Hackney to aim for the best in education. More than 1,000 young people have participated, 176 applications to Cambridge and 49 places offered.
  • Access to employment: The Ready for Work programme has been running since 2001 with KPMG proactive both in its conception and implementation. Since 2002, 1,113 clients have been through the programme nationally; last financial year 67 London-based clients participated with 75% completing a work placement and 18 gaining employment.
  • KPMG helped 36 London ex-Service personnel find employment through Project Compass, with approximately 80% of all clients who have been on the programme benefiting through work placements or training.
  • Encouraging Enterprise: Last year KPMG supported 34 young people in London through The Prince's Trust business start-up programmes and developed a new music enterprise initiative with two London schools, inviting two classes to develop a music company.
  • Sharing skills: In 2004-05 31 organisations in London received some pro-bono support advice from KPMG volunteers through its Development Assignment programme. The value of employee time contributed was £81,452, this leveraged a further £27,421.
  • Taking the lead: The KPMG Foundation, in partnership with others, has launched Every Child a Reader funding highly skilled Reading Recovery teachers in inner-city schools.

"The support provided by KPMG was invaluable, both in improving employability and in self-confidence. Just being invited to visit such a prestigious organisation based in Canary Wharf was an amazing experience for our clients, and they were uniformly appreciative and inspired by the experience."
- The Refugee Council