Thought Leadership

On 2 May we joined hundreds of people from across our mission-led movement for a Future Economy Alliance battle planning session, preparing to push our sector up the policy agenda for the general election and beyond. Chaired by Alex Birtles, founder of our Alliance partner and supporter member In Good Company, the event brought campaigners together to discuss the role of mission-led organisations in the economy and how we can make our way of working the national norm. The need to change ‘business as usual’ The opening speaker was our Chair, Lord Victor Adebowale, who set out why social enterprises and other mission-led organisations are so vitally needed. Speaking from the House of Lords, he noted that life expectancy falls as you go further away from Westminster, with inequalities in everything from education to care and a growing sense of unease across the country.   Summing up the need for the Future Economy Alliance, the people’s peer said: "Everywhere from our trains to our water, you can see it’s possible to run a frankly shocking service while providing vital resources and still make a profit. Most people in this country now feel things aren’t right, we’re being ripped off. There’s a fundamental problem with the system that shapes our lives, our economic infrastructure – so we have to challenge it and change it. We have one economy, we all work for it, and it has to work for all of us too." Emphasising the importance of action before a general election, he added: "If we keep doing what we’ve always done, we’ll get what we’ve always got, and that sense of it not being right will grow. Never before has the choice been so stark about the future that you want to vote for. The public have to get behind us and the politicians have to listen to us. Something different has to happen.” The new Business Plan for Britain The economy is broken and we know that our movement of mission-led organisations can offer solutions to fix it. Our director Dan Gregory set out the key themes of the Alliance’s ‘Business Plan for Britain’, which focuses on five key areas where policy intervention could unlock the full potential of our mission-led movement. Dan represented Social Enterprise UK but was joined by partners across the Alliance, which includes models from co-operatives and employee-ownership to community business and social investment- and what was evident from the conversation was the vital importance of collaboration so we can be stronger together. James Wright, Policy and Development Lead at Co-operatives UK, stated how  important it is for co-ops to be part of a wider movement and highlighted the need to raise awareness of the mission-led sector beyond our individual business models. Oliver Smith, Deputy Chief Executive of the Employee Ownership Association, echoed this by talking about how we have more impact in numbers - emphasising the shared belief that “business and society are better when people have a meaningful stake and say in their work”. Helen Curr, CEO of healthcare social enterprise Here, stressed how it joined the campaign inspired by Nye Bevan’s original vision for the NHS based on a “redistribution of wealth and a re-balancing of society” and the desire to “raise a collective voice of doing things differently”. The final member of the panel was Ian McGrady, Managing Director of North West based social enterprise Edsential, which provides services for schools and joined the Alliance to “give us a larger voice”. Ian said that our sector has been “hiding in the shadows” but we can use the evidence of our collective impact to show that “this sector can be trusted with delivery”. Oliver echoed the importance of gathering and sharing good data on the benefits of our way of working, citing many examples: "We tend to be more productive, we benefit local economies, we do community work and volunteering, we have better supported employees and more diverse workforce – so the more of us that work together, the more we can achieve." The action you can take to fix our economy Through the discussion, the challenge was set out: to make our movement not a part of the economy but the heart of it. The Future Economy Alliance is nothing without the many hundreds of thousands of organisations we represent, and we need your help to make sure our leaders understand the scale and power of our sector. Your voices and stories are vital to showcase the value of mission-led organisations and push our way of working up the political agenda for the election and beyond. To help you do this, we’re going to be providing you with resources throughout this long campaign, starting with our campaign toolkit. This contains a template letter to invite your MP to your organisation, template press releases, social media copy and infographics to raise the profile of the work that you do and our wider mission-led movement. CLICK HERE TO ACCESS THE CAMPAIGN TOOLKIT You can watch the full recording of the webinar here.

Mental Health First Aid (MHFA) England® is a social enterprise with a vision to improve the mental health of the nation. It will achieve this through its mission to train one in ten people in mental health knowledge, awareness and skills – the tipping point for lasting societal change.   With most adults spending a third of their lifetime at work, MHFA England focuses much of its efforts there, to change how society deals with mental health now and in the future. Its training, consultancy and campaigning is paving the way for positive mental health in the workplace and beyond. Through its work over the last 16 years, with more than 20,000 employers of all shapes and sizes, it knows that each organisation's culture is unique and the key to maintaining a mentally healthy workplace is understanding the people within it. In February 2024, MHFA England celebrated the phenomenal milestone of reaching a million people with its training, which equates to one in 38 of the population. Social enterprise working with government The government has committed to bringing more voluntary, community and social enterprise (VCSE) organisations into public sector supply chains. VCSE sector expertise means they are often uniquely placed to help create and deliver compassionate and responsive services, and government research has shown there are barriers VCSEs face in entering public sector markets.[1]       We spoke to Vicki Cockman, Head of Client and Training Delivery at MHFA England, to find out more about the social enterprise’s impact and its strong relationships with government. How does MHFA England work with central government departments? MHFA England works with a range of government departments including the Department for Work and Pensions (DWP), the Cabinet Office, the Department of Education, the Home Office, and the Department for Culture, Media and Sport. Our flexible training and support offer can be tailored to support each department’s unique needs. For example, we have worked with DWP to train Instructor Members, who then train their staff. There are now more than 400 MHFAiders® at DWP. As part of our bespoke offer for the department, we also support quarterly sessions to look at the impact of MHFAiders and identify areas where further support is needed. This works well for DWP, but each department has its own approach, depending on its needs. For example, in 2024, we began work with Ofsted on a programme to train all their inspectors in our Mental Health Awareness course. This had a positive impact on those undergoing the training, and aims to create a ripple effect through the schools inspected. The contracting process varies between departments. The majority approach us directly, due to our proven track record, while others put out services to tender for which we apply. MHFA England is listed on the government’s procurement learning framework: a due diligence process allowing organisations to be listed as a preferred supplier. What would you say to commissioners who are debating working with social enterprises? There are lots of benefits to working with social enterprises. As well as meeting your own organisation’s needs, you are supporting businesses who deliver social impact to workplaces, communities and wider society. When it comes to working with MHFA England, the impact can be huge. Improved awareness and understanding of mental health create happier and more productive workplaces. We give people the skills to spot the signs of poor mental health, the confidence to start a conversation, and the knowledge to signpost to support. This can be lifechanging and lifesaving. We know how to work effectively in the public and private sector. When people work with us, they are not only creating social impact - they are getting a partner that meets their needs, provides market leading training and consultancy, and delivers a phenomenal service. Are there any challenges in applying for government contracts? We are thrilled to work with so many different government departments. It is a huge source of pride for us, as a social enterprise, to know that we are trusted delivery partner. We do brilliant work together that impacts both the workplace and wider society. We welcome the desire from government to work more with our sector. As with any relationship, both parties need to take time to understand one another and their ways of working. To achieve this, VCSEs must be treated as an equal partner. To increase the number of VCSEs working with government, the procurement process could be strengthened and streamlined. It can take a lot of time and resource to complete. We appreciate the need for diligence to ensure responsible spending, but it is important that the scale and time involved in the procurement process matches the business benefit of the contract. As a social enterprise, we want our time to be focused on making the biggest impact on the mental health of the nation, not processes and administration. Although we know that government departments want to work with us, we can be asked to discount heavily, which isn’t always viable. Budgets and funding in the public sector have to considered carefully, and we want to ensure we can make the largest impact in the most cost-effective way. We have to find a viable way to achieve this together. For more information about MHFA England and its training and consultancy, visit: mhfaengland.org [1] https://www.gov.uk/government/publications/the-role-of-voluntary-community-and-social-enterprise-vcse-organisations-in-public-procurement/the-role-of-voluntary-community-and-social-enterprise-vcse-organisations-in-public-procurement

Mental Health First Aid (MHFA) England® is a social enterprise with a vision to improve the mental health of the nation. It will achieve this through its mission to train one in ten people in mental health knowledge, awareness and skills – the tipping point for lasting societal change.   With most adults spending a third of their lifetime at work, MHFA England focuses much of its efforts there, to change how society deals with mental health now and in the future. Its training, consultancy and campaigning is paving the way for positive mental health in the workplace and beyond. Through its work over the last 16 years, with more than 20,000 employers of all shapes and sizes, it knows that each organisation's culture is unique and the key to maintaining a mentally healthy workplace is understanding the people within it. In February 2024, MHFA England celebrated the phenomenal milestone of reaching a million people with its training, which equates to one in 38 of the population. Social enterprise working with government The government has committed to bringing more voluntary, community and social enterprise (VCSE) organisations into public sector supply chains. VCSE sector expertise means they are often uniquely placed to help create and deliver compassionate and responsive services, and government research has shown there are barriers VCSEs face in entering public sector markets.[1]       We spoke to Vicki Cockman, Head of Client and Training Delivery at MHFA England, to find out more about the social enterprise’s impact and its strong relationships with government. How does MHFA England work with central government departments? MHFA England works with a range of government departments including the Department for Work and Pensions (DWP), the Cabinet Office, the Department of Education, the Home Office, and the Department for Culture, Media and Sport. Our flexible training and support offer can be tailored to support each department’s unique needs. For example, we have worked with DWP to train Instructor Members, who then train their staff. There are now more than 400 MHFAiders® at DWP. As part of our bespoke offer for the department, we also support quarterly sessions to look at the impact of MHFAiders and identify areas where further support is needed. This works well for DWP, but each department has its own approach, depending on its needs. For example, in 2024, we began work with Ofsted on a programme to train all their inspectors in our Mental Health Awareness course. This had a positive impact on those undergoing the training, and aims to create a ripple effect through the schools inspected. The contracting process varies between departments. The majority approach us directly, due to our proven track record, while others put out services to tender for which we apply. MHFA England is listed on the government’s procurement learning framework: a due diligence process allowing organisations to be listed as a preferred supplier. What would you say to commissioners who are debating working with social enterprises? There are lots of benefits to working with social enterprises. As well as meeting your own organisation’s needs, you are supporting businesses who deliver social impact to workplaces, communities and wider society. When it comes to working with MHFA England, the impact can be huge. Improved awareness and understanding of mental health create happier and more productive workplaces. We give people the skills to spot the signs of poor mental health, the confidence to start a conversation, and the knowledge to signpost to support. This can be lifechanging and lifesaving. We know how to work effectively in the public and private sector. When people work with us, they are not only creating social impact - they are getting a partner that meets their needs, provides market leading training and consultancy, and delivers a phenomenal service. What top tips do you have for VCSEs looking to work with government departments? There’s so much opportunity in working with government departments. We have worked with some brilliant individuals who are willing to invest time and energy in creating great relationships. The impact you can make is huge. We recommend getting your business in front of them as much as possible. When you are going through the procurement and contracting process, be willing to ask lots of questions. Don’t compromise on what you do as a business and don’t think that government doesn’t want to hear from you or work with you. For more information about MHFA England and its training and consultancy, visit: mhfaengland.org [1] https://www.gov.uk/government/publications/the-role-of-voluntary-community-and-social-enterprise-vcse-organisations-in-public-procurement/the-role-of-voluntary-community-and-social-enterprise-vcse-organisations-in-public-procurement

Expanding Educational Outreach Through Culinary Arts to Promote Sustainability and Self-RelianceWaste to Wonder Worldwide, a leading force in global educational and sustainability initiatives, is proud to unveil its latest project the, ‘Sustainability Cookery School,’ set to open its doors in Gambia. This innovative project extends the impact of the organisation’s acclaimed ‘School in a Box’ program, which has already furnished 1,400 schools across more than 40 countries with essential educational resources.The Cookery School aims to nurture vital skills in Sustainable Cooking, Agriculture, Hospitality, and Tourism among the youth; positioning them at the forefront of an eco-conscious future. Spearheaded by the esteemed Chef Conor Spacey and in collaboration with the Global Orphan Empowerment Academy, this project aims to empower the local community with sustainable cooking and agricultural best practices, ensuring a self-sustaining future that will transcend generations.This pioneering project is more than a culinary school; it is a beacon of hope and a testament to the power of education in transforming lives. By integrating sustainable cooking techniques and the use of locally sourced, sustainable ingredients, the Cookery School is directly contributing to the United Nations Sustainability Goals, particularly emphasising responsible consumption and production patterns. The goal is clear: to significantly curtail waste and foster a culture of sustainability that can be a model for communities worldwide."The Sustainability Cookery School program combines Waste to Wonder Worldwide’s 20 years of Sustainable Development experience, supporting some of the most disadvantaged communities in the world and world leading Food Sustainability and Food Security Systems experience of leading chef Conor Spacey. The programme will up-skill a generation of young people out of poverty, fostering resilience and driving change in the Gambia and Beyond!" - Michael Amos // Managing Director // Waste to Wonder Worldwide CLICK HERE TO WATCH A VIDEO INTRODUCTION TO THE PROJECT The Sustainability Cookery School is not just an educational institution; it is a movement towards a more sustainable and equitable world. Waste to Wonder Worldwide invites everyone to join this journey of transformation and progress. For more information on the Cookery School and how you can support or get involved, please click here.As a proud member of Social Enterprise UK, Waste to Wonder Worldwide is committed to driving social change through innovative and sustainable solutions. About Waste to Wonder Worldwide Waste to Wonder Worldwide is a leading social enterprise dedicated to providing educational resources and promoting sustainability across the globe. Through initiatives like the ‘School in a Box’ program and the Sustainability Cookery School, the organization aims to empower communities, foster self-reliance, and contribute to a sustainable future. If your organisation is interested in sponsoring the development of the school there's more information in this video. wastetowonder.com/cookery-school

By Anita Woods, Dental Nurse Community Dental Services CIC (CDS) is an employee-owned social enterprise and a referral only dental service, providing special and paediatric dental care and oral health improvement across much of the East of England and the East Midlands. CDS brings dental care to people who cannot easily be treated in general dental practice; its patients typically have learning disabilities, mental health issues or severe anxiety.  CDS has been piloting a treatment programme for people with Severe Multiple Disadvantage (SMD) and/or homelessness. The pilot is a partnership between CDS and the East Midlands Primary Care Team, working on behalf of five Integrated Care Boards in the Midlands. The CDS Mobile Dental Clinic has been visiting locations in Nottinghamshire, Derbyshire, Leicestershire and Lincolnshire that offer established services for people who are homeless. Patients are supported to attend appointments in an environment they are familiar with for check-ups and follow-up treatment. Here, we catch up with Anita Woods, a Dental Nurse of 46 years, who works for CDS in Leicestershire and is involved with the pilot. “I began working in a dental practice when I was 16. I attended college part time to do my dental nurse qualification, which I completed aged 19, passing the NEBDN examination and became a Registered Dental Nurse. I started work in the Maxillofacial unit at the Leicester Royal infirmary and then in 2002, I began working for the community dental services in Leicester and since joining CDS have undertaken my inhalation sedation training. I always wanted to work in a health setting and was drawn to the community dental service as it was an area of dentistry I had not worked in before and I felt that working with its patient group would be very rewarding. I also knew it would offer me the variety of working in different areas of dentistry and the opportunity to improve my skills. I enjoy working with my team members in CDS Leicestershire. We have so many lovely, highly skilled, hardworking employees, who I enjoy learning from every day. The care we give to our patients makes me proud and I like the excellent training that CDS prioritises, as well as the many extended support services they offer employees. Because we provide such a wide variety of services, every day can be different. From assisting the clinicians in the surgery to visiting schools as part of the epidemiology survey team and working on the mobile unit out and about in the community. I was excited when I received an email about this project and that the mobile unit was going to be doing some sessions in Leicester city and Leicestershire supporting people who are homeless. It was a service that I had not worked in before and was very interested, so I put my name forward to nurse on the mobile unit. Once successful, we all had a thorough induction on the mobile unit to make sure we were familiar with the clinic environment. People experiencing homelessness face many barriers to accessing oral health care and experience higher levels of dental carries and periodontal disease than the general population. Poor oral health is linked to a decreased quality of life among these patients, and people who are homeless can often feel ashamed and embarrassed to attend a dental practice full of people, fearing that they will be judged as well as facing difficulty finding and registering with a dentist without a fixed address. I wanted to be a part of CDS’s pilot, designed specifically around the needs of this patient group, with the mobile dental clinic attending places they are already familiar with and trust. We have not used a mobile clinic to treat people who are homeless in Leicestershire before, and I think it is a very worthwhile and much needed service that enables people, who have  difficulty in accessing mainstream dental surgeries for a variety of reasons, the opportunity to receive the dental care they need to progress with their lives. The dental nurse on the mobile unit plays a vital role. The nurse and dentist work as a team to deliver treatment to people who have no other way of accessing a dentist. The unit is very well equipped, and we are able to provide most dental treatments. The biggest difference between working in clinic and on the mobile unit, is that we are working in a much smaller confined space! The dental nurse and dentist must be able to multitask as there are just the two of us on the session, so, as the nurse, I do all the admin and decontamination of instruments as well as assisting chairside and even mopping the floor at the end of the day! We are welcoming to all patients that attend the sessions. We are kind and caring and put them at ease. We offer a translation service if they need it. We also give them the opportunity to ask questions about the treatment that we are providing. At the end of the appointment, we ensure that clear after care instructions are given and we provide them with emergency out of hours contact numbers and oral health advice. I find it extremely rewarding, especially as the patients are so appreciative of the dental treatment they are receiving. Some of the challenges I face whilst working on the homeless dental unit are language and literacy barriers and extreme behaviour. We are required to obtain a full medical history and because English is not the first language for a lot of patients that we see, we use LanguageLine on most of our sessions. The overall process can be time consuming, meaning we can then run late. Many of the patients we see are not able to read or write and they are usually unaccompanied. We overcome this by asking them the questions and filling out the medical history form for them. Very occasionally patients could be intoxicated due to alcohol or drug use and their behaviour can be erratic and even aggressive. However, the skills I have developed through my many years of dental nursing with a variety of people in different settings – including good communication skills; calmness in pressured situations; kindness and empathy; adaptability; positive attitude and a good sense of humour (!) come into play, and the patient care we provide remains excellent and no different from our clinic setting. I very much enjoy working with the Leicestershire mobile unit team. It is a small team that consists of the driver, Anna the dentist, Tracy who is also a dental nurse and me. We all bring a wide range of experience to the service. Although we have only been working together for a short time, we work and communicate well as a team to provide positive outcomes for all the patients that attend. I have been proud to be part of the mobile unit team working on this project as we are providing a much-needed, vital and worthwhile service here in Leicestershire and I hope it will continue a long time into the future.” So far, the mobile clinic has seen over 145 patients at twice weekly sessions which are also an opportunity to signpost to other services, such as smoking cessation and drug and alcohol support. The mobile clinic is equipped to provide a full range of dental treatment. Feedback from patients has been overwhelmingly positive: “I think this service is invaluable to me. I have not been to a dentist for several years. My teeth are a state from years of drug abuse and being beaten up while living rough on the streets. The dentist was very kind and put me at ease while looking at my teeth and guided me through the process/appointments. This is the beginning of the new me. Thank you so much.”  “I cannot thank the dentist enough for the support they have shown me. The dentist was non-judgemental towards me, as I was living in a tent in Derbyshire for over two years. To be honest, my teeth were the last thing on my mind, but looking back, my teeth are one of the first things other people see. I know that I would have never gone to a dentist surgery as I am far too embarrassed.” The one-year pilot is set to continue until June 2024.

As a partner in the Future Economy Alliance, we were proud to host a roundtable with West Yorkshire’s Metro Mayor Tracy Brabin, bringing together social enterprises and other mission-led organisations for a discussion of how combined authorities can support them to fix regional economies. With ‘local power’ being a key pillar of our Future Economy Alliance campaigning, the event was an opportunity to show the importance of mission-led organisations to grow local economies and address the big challenges facing communities. Discussion centred on how West Yorkshire can become a beacon for mission-led organisations - which are vital to creating jobs and opportunities, delivering public services and creating safer communities. With valued community assets such as shops and pubs under threat, the role of mission-led organisations in saving these institutions was also discussed, as well as their role in spearheading schemes to protect the environment though running programmes such as recycling schemes. Some of the challenges discussed included the need to get mission-led organisations a seat at the table on key local bodies and to support them to access procurement opportunities. One solution offered was to create a local or regional version of Social Enterprise UK’s Buy Social Corporate Challenge, where big businesses commit to bringing social enterprises into their supply chains, using their everyday spend to create positive social and environmental impact. There was also a call for more long-term support for the sector including making sure mission-led organisations can access suitable finance. Tracy Brabin was keen to find out more ways she could help the growth and development of mission-led organisations and asked for further details on what concrete steps she and the combined authority could take to support the sector. It is great to see the West Yorkshire Mayor, as well regional mayors in Greater Manchester and the West of England Combined Authority, leading the way in recognising the power and potential of mission-led organisations. We now need others to follow suit nationally. We would like to thank everyone who joined the roundtable, especially social enterprise, Shine, who kindly hosted the event. To find out more about the Future Economy Alliance and our Business Plan for Britain visit >> https://www.futureeconomyalliance.co.uk/

We hosted an event with centre-right think-tank Onward this week to explore how social enterprises and other mission-led businesses can strengthen not only our economy but wider society, as part of our Future Economy Alliance campaigning to push our way of working up the policy agenda. Our Alliance chair Arvinda Gohil OBE joined a lively panel discussion including the Minister for Enterprise, Markets and Small Businesses, Kevin Hollinrake MP; Conservative Party candidate for South Norfolk, Poppy Simister-Thomas; CEO of NatWest Social and Community Capital, Victoria Papworth; and Executive Chairman of the social enterprise Community Shop, Gary Stott. The event was chaired by Adam Hawksbee, Deputy Director at Onward. Panellists discussed the power of mission-led organisations to address pressing challenges and the barriers keeping the sector from realising its potential, with a number of common themes emerging from the debate. You can read key insights below or watch a recording of the whole session here: Social enterprises are businesses Social enterprises form a key part of the business landscape, with Minister Kevin Hollinrake pointing out that there are more than 100,000 of them in the UK making a significant contribution to GDP. He stressed that “business and social enterprise are indivisible”, and the support available for traditional businesses should be relevant for those set up for a social or environmental purpose. Arvinda Gohil cited the huge impact of mission-led businesses, which now represent around 5% of UK businesses, creating 4 million jobs and re-investing more than £1bn of profits into communities. With 22% of social enterprises working in the most deprived areas in the UK, they are creating opportunities and reducing inequalities in the areas which need them most. Social enterprises are at the heart of local communities The discussion highlighted how social enterprises, co-ops and community businesses are vital to growing local economies - often running community assets and creating jobs or other vital opportunities for residents. Poppy Simister-Thomas talked about how social enterprises can “defy some of the economic constraints that big business has”, focusing on their strong community links and how many run local institutions like shops and pubs at a time when many businesses are shutting. She was also critical of the ESG efforts of some big corporates, which can appear as just a “nice to have” whereas social enterprises bring a “clarity of purpose” to their operations. This emphasis on community was brought to life by Gary Stott explaining how his social supermarket is reducing food poverty, bringing people together and supporting them to transform their lives.  A business set up to “build strong individuals and confident communities”, its shops sell discounted products for those receiving welfare support and run community kitchens with food at low prices, as well as delivering personal development programmes to help people find work. All their 12 stores are in areas of high deprivation and 53% of members move on within a year, as their model is fundamentally about supporting people to thrive independently. Access to finance is key Whilst Community Shop has built financial resilience funded by its members, the panel pointed out the importance of access to funding. Victoria Papworth talked about how NatWest Social and Community Capital exists to give funding to mission-led organisations who have been rejected by mainstream finance, highlighting the importance for funders to build relationships with the enterprises they are looking to support. She also hinted at the power dynamics inherent in the investor/investee relationship, stating that “social enterprises need to be ceded power and agency by funders” and acknowledging how “challenging and worrying” questions around debt and loans can be for social enterprises. The Minister agreed that access to finance was “the number one issue” for small businesses, mentioning the Government support that exists in this area and pointing out the importance of alternative finance providers such as community development finance institutions. This was picked up on in the Q&A session, with discussions around how we transform banking through ideas like a Community Investment Act and regional banking systems. Issues around procurement The barriers social enterprises still face when applying for public sector contracts was another key theme. Poppy stated that “procurement processes are often slow and difficult for small businesses to engage with, resulting in the domination of big players like Serco and Capita”. She outlined an issue raised by our Social Value 2032 Roadmap, whereby scoring penalises bidders with core purpose delivery against those adding it for bid purposes, and spoke of social enterprises being used in supply chains as ‘bid candy’.The Minister highlighted features of the 2023 Procurement Act designed to make it easier for small and mid-size enterprises, such as streamlining processes around things like indemnity insurance so that organisations only have to put this in place if successful in winning a product.

Global collaboration will help unlock millions of hours for women and girls to improve quality of life, saving time for learning and income-generating activities. 15 April 2024 The Washing Machine Project, a grassroots organization that provides off-grid manual washing machines to people in low-income and displaced communities, announced today it is collaborating with the Whirlpool Foundation to deliver 10,000 manual washing machines to communities and households across the world over the next five years. The work is expected to impact an estimated 150,000 people and address a significant barrier to their advancement and quality of life. Recognized by The Washing Machine Project and the Whirlpool Foundation as the ‘Global Washing Divide,’ this collaboration will focus on the estimated 60% of the world’s population–or 5 billion people–that rely on washingclothes by hand. This new collaboration with Whirlpool Foundation will expand the reach of the innovative Divya manual washing machine and alleviate the burden of hand washing clothes for communities across India, Latin America, Mexico and Africa. The new partnership will enable The Washing Machine Project team to install over 10,000 Divya manual machines in 6 countries, impacting 150,000 people. In its first five years, the collaboration will help unlock approximately 17 million hours for women and girls to improve quality of life and halve overall water usage, bringing efficient and sustainable washing solutions where they are needed most. According to the World Health Organization, 70% of households worldwide depend on women and girls for water collection and laundry, which is amplified by the estimate that up to 20 hours each week are spent hand washing clothes in underserved communities globally. The collaboration will help save time and create opportunities for learning, income-generating activities and more time with family. “We are honoured to partner with the Whirlpool Foundation, whose legacy as a pioneer in home appliance innovation is only superseded by their passion to foster community development and improve life at home for people around the world," said Navjot Sawhney, founder and CEO of The Washing Machine Project. “This collaboration is a testament to what can be achieved when compassion meets technology. Together we are set to revolutionize laundry practices globally, paving the way for a more equitable and prosperous future for hundreds of thousands of people.” Divya Washing Machine Impact At the initiative's core is the Divya Washing Machine, the world's first flat-packable manual washing machine that allows users to wash their clothes without electricity or a connected water source. Its simple design reduces the prolonged physical effort usually required to hand wash clothes, replacing it instead with a simple manual machine that can be used frequently and safely, saving the user up to 76% of the time compared to hand washing clothes. As a portable unit built with commercial-grade components and stainless-steel construction, the machine is easier to fix remotely and has the potential to be recycled at the end of its life. Divya, the machine's namesake, is named after Navjot Sawhney's former neighbour, whom he became close friends with during a work assignment in India engineering cook stoves. He was struck by how much time Divya would spend doing back-breaking chores, including hand-washing clothes for hours each week. At that time, he promised to return to Divya with a manual washing machine and help makeher life a little easier. In March 2024, in a joint trip with the Whirlpool Foundation, he did just that. “We greatly admire the mission and work of The Washing Machine Project and see an opportunity to help impact more lives collectively than either of us could individually," said Pam Klyn, Whirlpool Corporation executive vice president, corporate relations and sustainability. "Driven by shared passion and purpose, Whirlpool Corporation employees are lending their time and talents to help make this long-term vision a reality, recognizing that this initiative goes beyond washing clothes. It is about reclaiming time and improving lives for these individuals who will now spend much less time doing laundry, which opens the door to new opportunities.” In the first five years of its collaboration with Whirlpool Foundation, distribution is planned for underserved populations in rural and urban areas in India, Mexico, Brazil, the Republic of Congo, Kenya, and Uganda. Implementation will be tailored to meet the partnering regions' specific cultural, economic, and environmental conditions, ensuring the solution is effective and relevant in local contexts. Since The Washing Machine Project was founded in 2019, the organization has conducted ethnographic research in 13 countries and interviewed more than 3,000 families in India, Uganda, Jamaica, Nepal and the Philippines to gain insight into their clothes-washing tendencies. In addition to completing successful pilot studies, The Washing Machine Project has distributed Divya washing machines to families and communities in India, Iraq, Lebanon, the United States, Mexico, and Uganda. In 2024 The Washing Machine Project plans to scale across numerous countries, partnering with organizations like the Whirlpool Corporation and international development and humanitarian organizations such as the United Nations High Commissioner for Refugees (UNHCR), Save The Children, Oxfam, Care International, and Plan International. About The Washing Machine Project Founded by Nav Sawney, The Washing Machine Project is a grassroots social enterprise based in the U.K. aiming to alleviate the burden of hand washing clothes and empower women by providing remote, low-income and displaced communities with an accessible, off-grid washing solution. The Divya Washing Machine - a manual, off-the-grid washer-dryer helps save up to 50% of water and 75% of the time compared to hand washing clothes. About Whirlpool Foundation Since 1952, the Whirlpool Foundation has been making real, positive differences in local communities where Whirlpool Corporation families live and work. Whirlpool Foundation shares our vision that communities and displaced people everywhere should have access to sustainable washing solutions; improving lives by reducing the physical impact and reclaiming the amount of time it takes to simply wash clothes. thewashingmachineproject.org