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The Labour government’s 2024 election manifesto contained a commitment to ‘double the size’ of the co-operatives and mutuals sector. Following on from this, in November of 2025, the Department for Business and Trade launched a call for evidence on business support for co-operatives and non-financial mutuals. This was an opportunity for us to feed directly into government thinking around diverse business models, and to ensure gaps in support provision, finance, and understanding are presented to and acknowledged by the Department. Our consultation response focuses on the immense impact made by social enterprises, many of which are co-operatives, mutuals and employee-owned - the way they are driving economic growth, reducing inequalities, and creating better working environments. Particular attention is given to the vital role these types of organisations play within the NHS and the transformative impact they are having on patient care and staff wellbeing while retaining financial responsibility. We also look in depth at the challenges faced by these businesses when it comes to accessing finance and support and the gaps in understanding which are holding them back. Here are some of the key points mentioned in our response: Economic and social impact Sector Scale: Mission-led businesses (co-ops, mutuals, and social enterprises) make up 5% of UK businesses, accounting for 10% of GDP and creating around 4 million jobs. Growth Potential: If the proportion of social enterprises and co-ops within the UK economy grew from 3% to 12% of GDP, it would increase UK investment by £14 billion. If all businesses were mission-led, UK GDP could be 7% larger. Job creation: Consumer co-operatives create more jobs by turnover than average enterprises in the UK. Labour productivity in worker co-operatives is around 8-12% higher than comparable traditional firms. Resilience: 82% of co-operative start-ups are trading after 5 years, compared with just 40% of UK companies overall. Public services and healthcare NHS contribution: The 60 largest healthcare social enterprises, most of which are classified as public service mutuals, deliver £2.4 billion in services annually, covering a third of community health services and providing urgent care for two-thirds of the population. Quality: These organisations are more likely to receive "Good" or "Outstanding" CQC ratings than traditional NHS trusts. Efficiency: Research shows that social enterprises are leaner and more efficient than NHS Community Trusts, with lower staff sickness rates, lower spend on bank and agency staff, and lower overheads. Diversity and inclusion Leadership: 24% of the top 100 co-ops are led by women, compared to just 9% of the FTSE 100. Pay equity: The gender pay gap in co-ops is 7.5%, significantly lower than the UK average of 12%. Workforce: Around 65% of the social enterprise workforce is female, and 22% are from minoritised ethnicity backgrounds. Barriers to entry and growth Awareness gap: There is a lack of understanding of co-operative and mutual models among business advisors, investors, and the general public. This translates into poor, unsuitable advice for those wishing to start or scale co-operative business models. Financial hurdles: 68% of social enterprises struggle to access grant funding; many find traditional bank finance (like overdrafts) difficult to secure because banks don't understand their risk profiles. Lack of awareness in government: Public service mutuals are often "forgotten" in government decisions around funding and support, creating unnecessary strains on finances, capacity, and services. For example, they were initially excluded from pandemic bonuses and National Insurance relief granted to public sector counterparts. This creates perverse incentives, discouraging the type of organisations that consistently deliver the kind of care the NHS 10-year plan is seeking to deliver. Recommendations Joined-up government working: Despite considerable cross-party support and the ongoing growth of diverse businesses themselves, government action has been slow and in need of joined-up strategy across key departments. The Government has committed to doubling the size of the co-operative and mutual economy, and there is now also an Office for the Impact Economy. The Government must recognise that these terms overlap, and that policy decisions must take into account co-operative, social enterprise, and mutual models of ownership, and how these can coexist. Legal and fiscal frameworks: Ensure legal and fiscal frameworks do not, even unintentionally, discriminate against diverse businesses. Bolster the capacity of regulators like Companies House to remove barriers for co-operatives wanting to start or scale Routes to market and the public purse: The Procurement Act consultation should lead to joined-up integration of support for VCSEs in public procurement, and strengthening the Social Value Act can expand public/social partnerships and secure greater value for money from existing public budgets. Access to finance: DBT and DCMS, through ensuring their existing programmes are open to diverse businesses, can expand support for start-ups, growth, and replication, and enterprise development. Sector leads and champions: Diverse business model sector leads and champions need to be better embedded across government departments to strengthen awareness and coordination in order to highlight and build upon best practice. CLICK HERE TO READ OUR FULL RESPONSE TO THE CONSULTATION

By Peter Holbrook - Group Chief Executive, Social Enterprise UK New Philanthropy Capital's Impact UK report has sparked an important national conversation. Its headline figure - £428bn of gross value added, roughly 15% of GDP -gives the impact economy the visibility and scale that policymakers and markets understand. This is valuable work that should be celebrated. But the boundary-drawing behind that number deserves closer scrutiny. How we define the impact economy shapes who gets seen, who gets financed, and ultimately, who benefits from growth. And right now, that definition risks privileging investor-compatible models over democratic ownership structures - in ways that contradict the report's own stated principles. The definitional problem NPC defines the impact economy as "an ecosystem of individuals, organisations, and capital intending to prioritise public benefit over private gain." This is a clear, useful definition. The puzzle is how it's been applied. NPC's researchers have clarified that they included co-operatives and employee-owned businesses deemed "impact-led" based on intentionality, rather than including them by default. Meanwhile, many B Corps - private companies legally structured to prioritise shareholder interests - were included. Consider the contradiction: under Companies Act s172, directors must promote the success of the company for the benefit of its members (shareholders). The Supreme Court forcefully reiterated this in Sequana. B Corp certification raises standards and transparency, but it cannot override fiduciary duty. When profit and purpose collide, shareholder primacy still frames the decision. Many B Corps are excellent businesses, but structurally they remain oriented toward private gain, not public benefit. By contrast, worker co-operatives and employee-owned businesses are legally structured to share surplus among workers, not extract it to external shareholders. Community benefit societies anchor assets for public benefit. Community Interest Companies have asset locks preventing private extraction. These structures embody "public benefit over private gain" by design, not aspiration. So why must democratic ownership models prove their impact credentials while investor-owned models are accepted on stated intent? This double standard matters because it shapes the entire policy architecture being built around the impact economy. Policy architecture The Government's new Office for the Impact Economy represents a significant opportunity. As a central 'front door' for philanthropists, impact investors, and purpose-led businesses, it can accelerate collaboration and unlock capital for communities. But architecture shapes outcomes. A front door designed primarily around investment will naturally privilege investable vehicles - conventional companies and project structures that fit standard risk-return profiles - over democratic ownership forms that don't. We've seen this pattern before: well-intentioned policies that inadvertently reinforce existing power structures because the infrastructure favours certain models. This isn't inevitable. With deliberate design choices, the Office for the Impact Economy could become a powerful engine for public benefit. But that requires us to be explicit about ownership structures from the start. What the evidence shows At Social Enterprise UK, our State of Social Enterprise research shows social enterprises deliver around £78bn in turnover and approximately 2.3 million jobs, paying the real Living Wage far more than conventional businesses while reinvesting surpluses in their missions. Yet many face constrained access to finance precisely because their ownership structures don't fit conventional investment models. UK research on employee-owned businesses shows strong productivity, resilience during economic downturns, and better outcomes across worker wellbeing and retention. Worker co-operatives directly share surplus and keep enterprises rooted locally. Community benefit societies anchor assets in places. These models don't just claim to prioritise public benefit - they're legally required to do so. A path forward Three practical steps would strengthen the framework and help the Office for the Impact Economy deliver on its promise of genuinely prioritising public benefit: First, align definitions with principles. NPC's next edition should fully include co-operatives, employee ownership trusts, mutuals, and credit unions in core figures - or publish supplementary analysis this year. If the definition is "public benefit over private gain," then structures legally designed to deliver this should be counted by default, not case-by-case. Second, measure what matters. GVA tells us about economic activity; it doesn't tell us who benefits. Add metrics that reveal whether public benefit is actually prioritised: worker profit-share, pay ratios, community asset growth, employee governance rights. Break these down by ownership model so we can see which structures deliver on the stated definition. Third, create a Democratic Ownership Window within the Office for the Impact Economy. This could include: an SME succession facility supporting employee-ownership conversions; a community shares match fund for local asset purchases; and procurement scoring that rewards ownership structures designed for public benefit. Make it as accessible to support democratic ownership as it is for impact investment vehicles. The broader context We should be candid about history. The UK has spent decades marketising public services through outsourcing. The empirical record includes evidence linking certain forms of for-profit health outsourcing to worse outcomes. The impact economy will operate within that legacy. This doesn't mean all private provision is harmful or all democratic ownership is virtuous. It means when we create new mechanisms for capital to engage with public purpose, design matters enormously. If we want the impact economy to genuinely prioritise public benefit over private gain - as NPC's definition promises - we must make deliberate design choices about ownership. An invitation NPC has catalysed a timely conversation. The Office for the Impact Economy signals genuine government commitment. These are opportunities we should embrace. But if the impact economy is truly about prioritising public benefit over private gain, ownership structures need to be central. Not as an afterthought, but as a core dimension of impact itself. This means counting - and backing - the enterprises that are legally designed to serve public benefit, not just those that aspire to it. The impact economy has a politics, whether we acknowledge it or not. The question is whether that politics entrenches conventional ownership patterns, or opens pathways to genuinely different structures. The choices we make now - in our definitions, our measurements, and our policies - will determine which future we build.

Charlie Wigglesworth, Managing Director of Telos, reflects on this year's Social Enterprise World Forum in Tapei, the UK's status as a leader in social procurement, and the lessons that can be learnt from dynamic initiatives in East Asia. I’ve been lucky enough to sit on the board of the Social Enterprise World Forum (SEWF) for the past six years. Whilst a combination of Covid and being a new parent has limited my attendance to just two events in this time, the event in Taipei was a timely reminder of the incredible convening power of SEWF and the extent to which social enterprise is a truly global movement, with over 1000 participants from more than 65 countries. Discussions on social procurement have become increasingly prevalent at social enterprise events in the past 5-6 years. As someone who has been heavily involved in this space for the past ten years it’s been great to watch it grow in the consciousness of the social enterprise sector at large as something of interest and importance. I often felt leaving these conversations however that our work in the UK was well ahead of most of our international peers and that the topic was being talked about rather than done in practice. This is resolutely no longer the case. My big feeling upon leaving Taipei was that not only is social procurement now happening in all parts of the world (something we’d already identified in our State of Social Procurement report for World Economic Forum) but indeed the best practice, growth and ambition now rests elsewhere. To take our hosts in Taiwan as an example, there is a coordinated approach from government, the private sector and social enterprise to drive social procurement activity. Driven from government through the Small and Medium Enterprise and Startup Administration (SMESA) under the Ministry of Economic Affairs, there is the Buying Power Procurement Award, which recognises buyers and suppliers through awards and public acknowledgment, encouraging collaboration and public-private partnerships. The impact is clear: cumulative procurement has reached NT$11.8 billion (c. £289m), with a record NT$4.1 billion (c. £100m) in 2025 alone. This growth curve is far faster than we’ve been able to achieve in the UK or Europe. Perhaps the most impressive single example came from SK Group, South Korea’s second largest conglomerate (behind Samsung Group). SK have a Double Bottom Line (DBL) management framework to create simultaneous growth through economic and social value, and see social enterprise engagement at the heart of this endeavour. Through their corporate foundation the Center for Social Value Enhancement Studies (CSES) they are investing in social enterprises, creating their own, and finding ways to integrate them back into their wider supply chain. What lessons can we learn in the UK and Europe? I think it’s clear that other markets are leapfrogging us in terms of the pace with which they’re developing social procurement. A critical factor in this is the ability to align ecosystem approaches around the central idea of buying from social enterprises. Rather than looking at this in isolation, places like Taiwan and South Korea are looking at the whole system, and how they can align government procurement (both policy and practice), investment, and private sector procurement to drive social enterprise growth. Whilst all these pieces exist in the UK, for example, they remain more disparate – there is much work to be done and much to learn. Charlie is Managing Director of Telos a social enterprise set up by Social Enterprise UK to help global corporations drive social, economic and environmental value through core business activity. He also sits on the board of the Social Enterprise World Forum.

Social Enterprise UK’s Director of Research and Policy, Emily Darko reflects on a trip to Plymouth, a Social Enterprise City, where she took part in a panel discussion on how and if social enterprises can play a part in the city's plans for defence-driven growth. The Ministry of Defence is investing £4.4 billion over 10 years to upgrade Plymouth's naval base, a transformative sum for a city where defence comprises 14% of the economy. The city is also set to gain a share of £250 million announced in the Defence Industry Strategy. The investment promises jobs, skills development, housing, regeneration, and broader social value. In theory, this defence-driven growth will create jobs, skills, and growth – and will contribute to regeneration, housing, skills development, transport infrastructure and wider social value. But in a world where violent conflicts claim an increasing number of lives, should the social enterprise movement be contributing to socially impactful defence solutions? Can it? A coop making socially impactful bombs – made from repurposed materials, embedded with flower seeds to rewild land they fall on? Probably not. But when government announces long-term, multi-billion pound defence investment, social enterprise must have a role to play to ensure the investment is spent as impactfully as possible. On Social Enterprise Day, I joined stakeholders in Plymouth to address this question. In a global context where people are increasingly likely to die as a result of violent conflicts, it makes sense to question investment which includes actors active in production of weapons. Personal and professional stances may vary. There is a spectrum of potential: ignore – avoid/boycott – engage – influence – change. For those who opt to actively participate, what to do? The collective experience of social enterprises offers answers. Making Engagement Count For those who choose to participate, good intentions aren't enough. History shows that promised social benefits often become secondary to primary objectives unless mandated and monitored. Collaboration, co-creation, partnership and fostering mutual respect are core components of progressive commissioning and procurement. Big business, government, civil society, social enterprises speaking different languages and bringing different value. Pulling this all together isn’t easy – but is powerful. And when done well, worth the bother. Most businesses, like government, and indeed most humans, are driven by fundamental pressures – understanding and using these to shape change is key. Big business will, broadly, comply with legal and regulatory requirements, react to competitor behaviour and market conditions, and respond to pressure from consumers and stakeholders, particularly where it influences one of the other conditions – or of course financial performance. This is why policy matters. Promises of jobs, skills development, housing, and regeneration risk being secondary to delivering primary goals of upgrading the naval fleet unless they are a mandated requirement, and providers held to account on delivery – not upfront plans. So what does meaningful engagement look like in practice? Early and sustained dialogue: Team Plymouth's plans for pre-delivery engagement on regeneration and skills development provide a foundation. Local infrastructure organisations like Plymouth Social Enterprise Network can translate deep community expertise to government and business stakeholders, building partnerships that demonstrate the value social enterprises deliver. Dialogue with substance, hearts and minds won through evidence of the solutions social enterprises provide, derisking use of those solutions through partnerships. Addressing process and regulatory barriers: Standardised measurement tools can exclude impactful actors. Procurement processes that favour economies of scale don't necessarily deliver impacts of scale. Complex requirements, slow payments, and perverse incentives risk sidelining better providers. These structural issues need tackling at both local and national levels. Strengthening regulation: This means pushing for regulatory support – nationally, through strengthening Social Value and Procurement legislation, in line with proposals raised earlier this year through the Procurement Act consultation. And locally, through Plymouth’s social enterprise strategy and economic growth plan. Ongoing monitoring: As investment flows, maintaining constructive dialogue matters. Plymouth has seen both successful regeneration and entrenched deprivation. Social enterprises understand the barriers and complexity of solutions and these insights can and should inform delivery throughout the decade ahead. A Vision for 2035 In 2035, Plymouth could be a city with an upgraded naval base alongside a thriving economy, with most of the £4.4 billion invested locally. Skilled locals with transferable skills employed across engineering, marine conservation, manufacturing, and construction. Sustainably-built affordable housing that is changing health outcomes for communities facing intergenerational poverty. A strengthened cultural sector and creative industries contributing to the 'Ocean City' identity. Local SMEs and social enterprises embedded throughout supply chains, providing community services that outlast the construction phase. This vision is achievable but only with intentional design, accountability, and sustained engagement from diverse stakeholders. Does achieving this offset concerns about engaging with companies exporting arms to conflict zones? This doesn’t need to be binary. It is possible to engage with the practicalities of potentially positive investment, and still maintain that a world without violent conflict and without greedy profit maximisation is the ultimate goal. Plymouth has a deep heritage as a defence city. It is also a thriving Social Enterprise City. And that gives us reason for hope.

The winners of the UK Social Enterprise Awards were announced at the Queen Elizabeth Hall on London's Southbank on 26 November. The evening saw the venue transformed into a Festival of Hope celebrating the makers, the community builders, the job creators, the radicals, and the dreamers who make up the social enterprise movement.  Across 15 categories the Awards showcased the strength, breadth and dynamism of social enterprises across the UK UK Social Enterprise of the Year Sponsored by Keegan & Pennykid The overall award for a social enterprise that has a clear vision, excellence in impact, and that has demonstrated and promoted social enterprise beyond the sector. Change Please Change Please is an award-winning UK social enterprise that turns great coffee into a route out of homelessness. Founded in 2015, the organisation trains people experiencing homelessness as specialty-level baristas, pays them a Living Wage from day one, and provides housing, mental-health support and onward job placement. Profits from its cafés, wholesale supply to brands such as Google, Delta Air Lines and David Lloyd Clubs, and a global partnership with Nespresso fully fund the programme. Operating in fifteen countries, Change Please supports nearly 2,000 people a year, offsets its carbon footprint, and reinvests every surplus to expand impact worldwide. HIGHLY COMMENDED: BRAG Enterprises One to Watch Award Sponsored by PwC The One to Watch Award is for a start-up social enterprise. Key to winning this award is an ability to clearly articulate their future vision and how they are going to achieve it. EcoCoach CIC EcoCoach CIC is a mission-led social enterprise redefining how physical activity, inclusion, and wellbeing are delivered in schools and communities. Founded in 2024 by Matt Nelson, it provides trauma-informed PE, wraparound care, alternative provision, and inclusive sport programmes grounded in child-first coaching principles. With no reliance on grants, EcoCoach has grown through ethical trading and values-driven practice. Every session prioritises emotional safety, inclusion, and consistency — reaching children who are often excluded or overlooked. The organisation challenges outdated systems and leads by example, showing that real impact can be achieved through integrity, action, and a refusal to accept the status quo. HIGHLY COMMENDED: Forests with Impact Prove It: Social Impact Award Sponsored by Linklaters For a social enterprise that can truly demonstrate and communicate their impact with their stakeholders. Waste to Wonder Worldwide Waste to Wonder Worldwide is a UK-based social enterprise turning surplus office furniture into life-changing resources for schools and communities around the world. Operating the largest ethical reuse programme of its kind, the organisation has equipped over 1,500 schools in 44 countries while saving more than 1 million items from landfill. With a carbon-negative model and a mission rooted in dignity, opportunity, and sustainability, Waste to Wonder Worldwide empowers businesses to reduce waste, deliver ESG outcomes, and create real social impact, proving that when reuse is done right, it can change lives, communities and our shared future. HIGHLY COMMENDED: Turning Point ‘Buy Social’ Market Builder Award Sponsored by Corps Security For a social enterprise, public sector body or private sector organisation that has demonstrably made efforts within its own organisation and remit to create more opportunities to buy from social enterprises. CBRE Global Workplace Solutions CBRE Global Workplace Solutions supports clients through facilities and project management, advisory, and transaction services. Committed to advancing supplier diversity, CBRE has pledged to spend $3B globally with diverse and small businesses by 2025. In the UK, CBRE is a partner of the Buy Social Corporate Challenge, working in close partnership with Social Enterprise UK to increase spend with social enterprises, embed them into procurement categories, and promote their visibility through events and campaigns. Driving a 428% increase in spend with social enterprises in the last 5 years, CBRE is using its market influence to build a more inclusive, values-driven supply chain. Social Investment Deal of the Year Sponsored by Good Finance For an organisation that has been part of a great investment deal in the last 12 months that has helped the social enterprise to grow or the movement as a whole to develop and flourish. Wales Council for Voluntary Action – The Community Impact Initiative CIC and Tai Heulwen CIC WCVA as lender, brought together two social enterprises to reduce the barriers to starting a new childcare social business requiring property purchase, improvement works and capacity building revenue funding. The need for consents made property purchase high risk for childcare organisation (Tai Heulwen) alone, but was straightforward for the building enterprise (Community Impact Initiative). Bringing them together significantly reduced risk for both and for the lender who funded property purchase and improvement for Community Impact Initiative and revenue costs for Tai Heulwen. Public Services Social Enterprise of the Year Sponsored by GLL For a social enterprise for whom the majority of their income comes from the public sector and which delivers public services (for central or local government, NHS, criminal justice or other statutory body). Peninsula Dental Social Enterprise Peninsula Dental Social Enterprise is committed to improving oral health in the South West through provision of treatment, education and engagement. Working alongside the University of Plymouth Peninsula Dental school, treatment is provided by a combination of students, qualified dental professionals and a dedicated team of support staff. The clinics were established to tackle oral health inequalities, with a view of training dentists who may stay in the region once qualified, treating patients in the teaching clinics who may not otherwise have access to care, and providing and promoting oral health education in the communities served. HIGHLY COMMENDED: FCMS (NW) Consumer Facing Social Enterprise of the Year Sponsored by Expert Impact Speakers For a social enterprise that delivers a retail product or service to the general public. Zaytoun Zaytoun CIC is a social enterprise inspired by a love of Palestinian culture, communities and cuisine and a passion for sharing it with people in the UK. For twenty-one years the company has supported the resilience of Palestinian communities through fair trade – 100% of profits being reinvested into delivering this mission. Palestinian farmers have been cultivating their lands for thousands of years and continue to do so despite the challenges of farming under occupation in the West Bank. Zaytoun’s aim is to ensure this agricultural heritage continues as a viable and sustainable source of income now and for future generations. Education, Training & Jobs Social Enterprise of the Year Sponsored by Amazon Business For a social enterprise in the education, training or employment sectors that can demonstrate excellence in vision and strategic direction, and clearly evidence their social, environmental and community impact. Social Enterprise Kent CIC Social Enterprise Kent (SEK) is a dynamic community interest company transforming lives across Kent and Medway. Since 1985, SEK has empowered individuals, strengthened communities, and supported social enterprises to thrive. From innovative employability programmes and accredited training to health and wellbeing services, sector leadership, and pioneering initiatives like the AI Skills Accelerator and Social Impact Gateway, SEK creates measurable, lasting impact. Generating over £3 million annually, with profits reinvested into local communities and charities, SEK is a catalyst for social change. Every day, SEK shapes a better tomorrow through empowerment, opportunity, and collective action. Environmental Social Enterprise of the Year Sponsored by Landmarc For a social enterprise in the green and environmental sector with a clear evidenced environmental impact. The Skill Mill The Skill Mill is a social enterprise committed to creating life-changing opportunities for young people involved in the criminal justice system. It provides real-wage jobs in local environmental projects, alongside accredited training and personalised support. Focused on enabling young people to gain practical skills, confidence, and access to future employment, The Skill Mill delivers tangible community and environmental benefits. Operating across England, it partners with local authorities, employers, and youth justice services to ensure its work is locally responsive and nationally impactful. The organisation reinvests its income to support social inclusion, sustainability, and safer, stronger communities. HIGHLY COMMENDED: Seagulls Re-Use Ltd Social Enterprise Building Diversity, Inclusion, Equity & Justice Award Sponsored by Diversity Forum Social justice is fundamental to the social enterprise movement. This category is open to all social enterprises who are addressing issues around diversity, inclusion and equity. The Tax Academy CIC The Tax Academy provides tax support and tax education to those that lack the knowledge and expertise within prison to deal with their tax affairs including, but not exclusively, those with mental illness, learning difficulties, and post-traumatic stress disorder(‘PTSD’) including anxiety and depression as a result of drug and alcohol addictions. TTA is currently working with prisoners in all Welsh prisons and in particular running Tax Justice Hubs in HMP Prescoed and HMP Berwyn. HIGHLY COMMENDED: Signalise Co-op Social Enterprise Women’s Champion of the Year Sponsored by David Gold For a woman working in the senior leadership team of a social enterprise who represents excellence in her field of work. Hannah Oyewole – Young Ladies Club Hannah Oyewole is the founder and CEO of Young Ladies Club, and is a powerful advocate for Black and global majority women and girls. A survivor of abuse and adversity herself, Hannah leads with authenticity, offering mentoring, education, and emotional support to young women facing similar challenges. Her work tackles domestic abuse, inequality, and underrepresentation through practical programmes and national advocacy. Hannah’s leadership is changing lives and challenging systems, making her a trailblazer in social enterprise and women’s empowerment. International Impact Award Sponsored by Social Partnership Portal For a social enterprise working internationally, and which are having a big impact in their field. This award is open to UK-based organisations only with existing international operations. The Centre for Information Resilience CIC The Centre for Information Resilience (CIR) is an independent, non-profit social enterprise dedicated to exposing human rights abuses and war crimes, defending democracy from disinformation, and combating online harms, particularly those affecting women and minority communities. It delivers this through open-source and digital investigations (OSINT), media collaborations, strategic communications and skills-sharing and capacity-building programmes. CIR works in partnership with host country organisations and experts and provides a platform for at-risk organisations to publish their work through its Resilience Network. Headquartered in the UK, CIR operates a subsidiary office in Ukraine and delivers projects worldwide. HIGHLY COMMENDED: Change Please Community-Based Social Enterprise of the Year Sponsored by the Esmée Fairbairn Foundation This award is for a social enterprise that trades for the benefit of their community, making a real local impact. Tap Social Movement Tap Social Movement is an Oxford-based social enterprise brewery, bakery, and hospitality organisation that offers training and employment for people from prison. To date, it has created more than 100,000 hours of fairly paid employment for leavers, and today approximately one-third of its team across the company has lived experience with the UK’s criminal justice system. Tap Social was named “Consumer Facing Social Enterprise of the Year” at the UK Social Enterprise Awards 2024. HIGHLY COMMENDED: Social adVentures Social Enterprise Innovation of the Year Sponsored by Fusion21 An award recognising a social enterprise that has brought something truly innovative to market in the past year. City Health Care Partnership CIC City Health Care Partnership CIC (CHCP) is a co-owned public service mutual delivering high-quality healthcare services across Hull, the East Riding of Yorkshire, and Merseyside. Operating independently within the NHS, CHCP reinvests profits into enhancing services, workforce and communities. With compassion and respect at its core, CHCP boasts a 93% patient satisfaction rate and 78% employee recommendation rate. Offering over 50 diverse services, CHCP also supports community groups through its charity, the City Health Foundation. Guided by its values of service, excellence, equality, diversity, inclusion, creativity, innovation, and cooperation, CHCP is dedicated to improving outcomes for local communities and people. Tech for Good: Technology Social Enterprise of the Year Sponsored by Mitie For a social enterprise that uses technology to achieve social impact. Nimbus Disability Nimbus is a UK-based social enterprise, founded and led by disabled people, on a mission to transform how society understands and delivers accessibility. Through innovative technology, consultancy, and lived-experience expertise, Nimbus helps organisations become more inclusive while empowering disabled people to navigate the world with greater confidence and independence. Its flagship product, the Queen’s Award for Enterprise-winning Access Card, translates an individual’s access requirements into a set of easy-to-understand icons. Integrated with major venues and ticketing platforms, the Access Card enables businesses to instantly recognise and meet access needs - making inclusion smarter, simpler, and more consistent for everyone Awards Sponsors Southbank image courtesy of India Roper-Evans, others courtesy of the winning social enterprises

Social Enterprise Day 2025 is coming up on 20 November! It's a global day created to raise the profile of the social enterprise movement and show the transformative impact it is having across the world. It's a great chance for you to share your stories, learn more about your fellow social enterprises, and feel part of this community, which is changing lives on pretty much every continent!  Take part in our campaign We know that social enterprises are changing the way business is done, but not enough people do! This needs to change, and this year we've come up with a fun, creative social media campaign to give you the chance to showcase what it is that makes social enterprises so special, and how they are vital to building a more inclusive and sustainable economy.  How to get involved on 20 November We've created an editable social media video graphic on Canva, which not only sets out the definition of a social enterprise (in emoji form!) but also gives you space to talk about what you do in a creative and engaging way. CLICK HERE TO EDIT AND DOWNLOAD YOUR CAMPAIGN GRAPHIC All you need to do is click on the above link and edit the final text block to talk about what you do and your impact! Just enter a short bit of text into the last box on the image to explain what impact your social enterprise creates. You can then download it as a video.For the body of your post, you could say something along the lines of:We're a proud social enterprise and today is #SocialEnterpriseDay - a moment to raise awareness and celebrate the amazing work carried out by these businesses around the world, including [insert company name]. But what is a social enterprise?...If you've not yet got a Business Canva account, and don't want to pay for one, you can use a personal email address to access the editable file for free.Alternatively, you can use this image instead, which isn't editable but sets out what a social enterprise is! (you can of course talk about your impact in the body of your post.)It's a simple action, but if we get enough organisations posting, we'll show the huge diversity of social enterprises in the UK, the problems they're tackling, and the solutions they are bringing! When to post  What's crucial to make this campaign as impactful as possible is that we all post at the same time on Social Enterprise Day. Share your post at 10am on your social media channels such as LinkedIn, Instagram and Facebookand be sure to like and comment on those of friends and colleagues in the sector! Do let us know if you've any Social Enterprise Day plans. Use #SocialEnterpriseDay and let's take over social media with our positive stories of impact, community, and a better way of doing business.If you've any questions about getting involved, please email internalcommunications@socialenterprise.org.uk.We can't wait to see your posts!

Dan Gregory, Associate Director at Social Enterprise UK, reflects upon a trip to Plymouth - a hotspot of social enterprise activity with social enterprises running everything from generating energy and delivering dental care to running cherished local assets and driving innovation, including an idea for a new social enterprise fishfinger. Plymouth was the UK’s first official Social Enterprise City. While I hadn’t visited for ten years, I had followed progress and been in contact with Gareth Hart, Chair of the Plymouth Social Enterprise Network. Gareth is a fantastic advocate for the movement, both locally and more widely, and generously hosted a visit for four members of the Social Enterprise UK team to the city. What an absolute privilege to see such energetic social enterprises in action. A refreshing break from my usual trudge and drudge of drawing up policy briefings or government consultation responses, and being roundly ignored by NHS officials, to see real, actual social enterprise getting on with it. Let’s retread our steps! Here we are at Moments café, run by Memory Matters, a social enterprise that provides dedicated support to those affected by dementia. This is a warm and welcoming place, serving homemade comfort food, and at the same time, successfully competing with Costa just around the corner. Off to Union Street, where Nudge Community Builders’ dizzying ambition is renovating and unlocking empty buildings. The Plot hosts 18 small businesses, and hosts support for women starting their own enterprise - a SHE Plymouth programme delivered by Iridescent. The old Clipper pub is now home to Plymouth Jollof Kitchen CIC. We visited a mushroom farm in the basement of the old nightclub at C103. Space in Union Corner can be booked for £6 an hour. The Millennium building is opening up for young people and CNC machines to fit out new homes. By this time next week, Nudge will probably be turning half of Cornwall into a workshop for 3D printed specialist Korean salad leaves, creating jobs for ex-offenders in a hexagonal greenhouse literally made out of hope. Then we walked to Plymouth Energy Community, which combines a mix of fuel poverty alleviation and retrofit advice, powered by community shares and cross-subsidy from solar energy generation. A local power plan before the Local Power Plan. Over the bridge to Peninsula Dental, training the next generation of dental professionals, and treating vulnerable people in partnership with Plymouth University. Then to see old friends at Real Ideas Organisation in Devonport Market Hall, brought back from the dead to house the best immersive 360 degree auditorium in Europe, co-working spaces, a cafe and more. Here we heard from the diverse social enterprise community and two of the largest anchor organisations in the city. Plymouth Community Homes manages over 16,000 homes, while Livewell Southwest provides health and social care services for people across the city and beyond, employing 3,000 staff. Among old friends and established powerhouses, we also encountered start-ups and new ideas. Plymouth Fishing & Seafood Association and the University have “co-designed a Plymouth fishfinger” which is nearing production and sets out to solve about four local problems all at once. Making use of low-value fish, reducing waste, reopening the old fishing auction hall, generating income for the local fishing community, and healthier food in schools. The social enterprise fishfinger could be the answer! While the vibrancy of this Social Enterprise Place is first and foremost thanks to the hard work of each local social entrepreneur, of course, the enabling environment also helps. We explored how Rank Foundation has invested millions in this area. Status as the world’s first Social Enterprise City has helped attract attention and resources. The Council are onside. And the long-term commitment and expertise of local experts and enablers such as Gareth, and Lindsey and Ed from RIO are undeniable factors. Together, we discussed the challenges of business rates and the availability of appropriate funding and finance. Meanwhile, billions of pounds of investment is coming to the city over the next few decades, with Plymouth harbouring Britain’s continuous at sea nuclear deterrent. What is the relationship between investment in defence and social value? What are the ethics of working with defence companies? And more widely, how can we ensure social value isn’t just an accounting game to be played by corporates? The Government’s Pride in Place money is also coming to Plymouth. How do we ensure social enterprises, co-operatives and mutuals, community businesses (or even the impact economy or IDBMs if we really must) harness these opportunities to deliver change that communities feel? Finally, we get back on the train, more aware than ever of the importance of the fight for national changes that make this incredible local work more possible, everywhere. Thank you, Plymouth, for the inspiration.

Politics can sometimes seem like a soap opera, but in a week of government reshuffles and resignations, the crucial work of evidencing the impact of social enterprises and building political support for them continued within the corridors of power.   On Monday 9 September, the Social, Cooperative and Community Economy All-Party Parliamentary Group and its Chair Patrick Hurley MP hosted the third of four evidence sessions as part of its inquiry into how government can realise its commitment to grow diverse business models.   The session brought together voices from across the UK, to explore how policy and investment can better enable social enterprises to thrive locally.  Why place-based infrastructure organisations and support are so important  Rebecca Smith, Chief Executive of Social Enterprise Kent (SEK), emphasised the pivotal role of local infrastructure bodies. “We are trusted, we are local, and we are responsive,” she explained. SEK supports over 1,500 social enterprises annually and distributes more than £1.3 million in funding. Rebecca also highlighted the Social Impact Gateway, which takes large-scale social value commitments from businesses and public bodies and translates them into small, accessible funding pots for local social enterprises and charities (VCSEs), bridging the gap between corporates and these organisations.    Kamran Rashid from Impact Hub Yorkshire echoed these sentiments, stressing that place-based organisations build trust within communities. He advocated for the need for ecosystem growth enablers to bring partners together, such as funders, investors, mentoring organisations, start-up and growth programmes. One idea was to roll out a network of infrastructure bodies focused on social enterprise, likening them to existing CVSs (Councils for Voluntary Services).  Annoushka Deighton, representing the We’re Right Here campaign, spoke about saving Stretford Public Hall through community action and how this was done through the help of organisations like Locality and the Architectural Heritage Fund, showcasing the power of support at both grassroots and national levels.  Supporting communities to buy, own and run assets  Stretford Public Hall is a great example of what happens when a community is allowed to take ownership of an asset, and the ‘We’re Right Here’ campaign has been set up to shift legislation to help support and grow the social economy by making it easier for people to have the power to shape the places where they live.   Annoushka detailed efforts to secure a “Community Right to Buy” in the English Devolution Bill. The Bill’s extending of the purchase window for community assets from 6 to 12 months was described as a “game-changer.” She also called for a “community right to control investment,” allowing local stakeholders to help determine how funds are allocated.  Phil Tulba from the Ubele Initiative provided further evidence of community empowerment. Ubele supports racially minoritised communities and manages the Wolves Lane Centre in North London. Through initiatives like the GIDA Housing Coop and the Phoenix Way programme, Ubele applies participatory decision-making and promotes equitable access to housing and infrastructure.  The need for long-term investment  Investment was a dominant theme. Rebecca Smith stressed that social enterprises need patient, long-term finance to grow. Short-term grant cycles and inaccessible social investment options remain barriers. Annoushka added that organisations often become so focused on chasing funding that they lose sight of their long-term mission.  Kamran underlined that impact takes time: “If this sector is to survive and thrive then it needs proper investment in the way other sectors have historically received.” He and Rebecca both pointed to the importance of seed funding for innovation and sustainability.  Ubele’s experience with the Flexible Finance Programme, developed with the Access Foundation and Social Investment Business, demonstrated how tailored, blended finance can make a difference. Within 18 months, the programme had surpassed its target for reaching racially minoritised communities, delivering over a £1 million of social investment and an additional million in grants into communities.   The local authority perspective  Amanda Ratsey from Plymouth City Council offered insight into how local authorities can champion social enterprise. Ten years ago, Plymouth launched a city-wide social enterprise strategy and established a £2 million fund, mixing grants with long-term, low-interest loans. Amanda stressed the need for revolving funds that incorporate wrap-around grant support.  She described efforts to connect local procurement with social enterprise through a planned “Plymouth Menu” and noted that being designated a defence growth area brings new opportunities for social value initiatives. Her key message to other councils: have a strategy, think long-term, and embrace innovation in financing.  Lessons from Scotland and Wales  The devolved administrations of Scotland and Wales have taken proactive steps to build supportive environments for social enterprise.  Wales: Bethan Webber, CEO of Cwmpas, attributed progress in Wales to strong legislation, particularly the Wellbeing of Future Generations Act. This sets seven wellbeing goals for public bodies and “hardwires in a long-term preventative approach and collaboration into decision making.” Wales also mandates local authorities to promote social enterprises, co-ops and user-led services in care through the Social Services and Wellbeing Act.  Commitment from the Welsh Government, alongside work from Cympas, led to a doubling in employee-owned businesses, growing from 37 to nearly 100 in just two years. However, Bethan warned of an “implementation gap” between policy and practice and cited missed opportunities in children’s care reforms, where social enterprises and co-ops were overlooked.  Scotland: Chris Martin, CEO of Social Enterprise Scotland, discussed Scotland’s co-produced ten-year social enterprise strategy launched in 2016. The government-funded Just Enterprise programme provides free business support, while other initiatives offer start-up and scale-up finance.  Education plays a key role, with schools running social enterprise projects that have inspired the next generation of entrepreneurs. Strong networks and support for inclusion underpin the Scottish model.   The inquiry will conclude with a fourth evidence session on 21st October and findings will be launched in Parliament on 19th November.  Photo taken from a Social Enterprise UK team visit to Social Enterprise Kent