City & Guilds Group about us brochure

2. 26 City & Guilds Group 1 Giltspur Street London EC1A 9DD United Kingdom +44 (0)844 543 0000* www.cityandguildsgroup.com *Calls to 0844 numbers cost 5p per minute plus your telephone company’s access charge.

3. About us 1

4. 2 Pioneers in skills development since 1878 Pioneers in skills development since 1878 The City and Guilds of London Institute was founded almost 140 years ago, by the Corporation of the City of London and 16 livery companies (the Guilds), to protect and promote the standard of technical education. Our purpose is fundamentally the same today as it has always been: To help people, organisations and economies develop their skills for growth. We’re proud of our past and excited for our future. Did you know…? The City and Guilds of London Institute: was granted Royal Charter by Queen Victoria in 1900. has retained its link with the Royal Family since 1881 when the Prince of Wales (who later became King Edward VII) was appointed its first President. Today, the President of the Institute is HRH The Princess Royal. co-founded Imperial College London in 1907, as part of the merger of the City and Guilds College, the Royal College of Science, and the Royal School of Mines. is a registered charity. is the awarding body recognised by the qualifications regulatory bodies for England, Wales and Scotland for City Guilds and ILM qualifications. is the founding organisation for the City Guilds Group and its constituent businesses. 1 2 3 4 5 6 3

5. 2 Pioneers in skills development since 1878 Pioneers in skills development since 1878 The City and Guilds of London Institute was founded almost 140 years ago, by the Corporation of the City of London and 16 livery companies (the Guilds), to protect and promote the standard of technical education. Our purpose is fundamentally the same today as it has always been: To help people, organisations and economies develop their skills for growth. We’re proud of our past and excited for our future. Did you know…? The City and Guilds of London Institute: was granted Royal Charter by Queen Victoria in 1900. has retained its link with the Royal Family since 1881 when the Prince of Wales (who later became King Edward VII) was appointed its first President. Today, the President of the Institute is HRH The Princess Royal. co-founded Imperial College London in 1907, as part of the merger of the City and Guilds College, the Royal College of Science, and the Royal School of Mines. is a registered charity. is the awarding body recognised by the qualifications regulatory bodies for England, Wales and Scotland for City Guilds and ILM qualifications. is the founding organisation for the City Guilds Group and its constituent businesses. 1 2 3 4 5 6 3

6. 6 Helping people achieve their potential through work-based learning is core to what we do. We work closely with organisations to help them anticipate and fill skills gaps, so they can adapt to changing technical, social and economic trends. The outcome is more confident, mobile and work-ready candidates, more capable and inspiring leaders, more productive workforces and successful economies. Our businesses set the standards for corporate learning, on-the-job development, and skills recognition around the world. We make skills and careers portable. Helping people, organisations and economies grow Europe Middle East Asia Pacific Africa The Americas Introducing the City Guilds Group of businesses Helping people, organisations and economies grow 1200 employees across the City Guilds Group Operating in over 100 locations, across 6 continents Working with 350+ employers 10,000 approved training centres and partners worldwide Global network of 230 leadership training and coaching consultants4 5

7. 7 76 The Group’s most-established business is City Guilds. City Guilds works with governments, employers and educators in over 50 countries across 5 continents, to advise them on developing high-quality skills training that sets global standards without compromising on local demands. It delivers workplace-relevant qualifications, certification and assessment. The Group also includes Kineo, ILM, The Oxford Group, Digitalme and e3Learning. Together, our businesses provide a broad and imaginative range of products and services to governments, employers and training providers, including e-learning and learning technologies, credentialing and training delivery. Helping people, organisations and economies develop their skills for growth Leadership development, training and executive coaching Digital credentialing services Leadership and management qualifications, assessment and accreditation Vocational qualifications, assessment and accreditation Corporate learning and learning technology solutions Online compliance training and workforce management Our growing business portfolio Our global reach Helping people, organisations and economies growHelping people, organisations and economies grow

12. 8 Our customers benefit from: Market leading expertise in skills education, and leadership and management qualifications Award winning elearning Credentialing design services and technology Internationally recognised standard for vocational qualifications Leadership training and coaching that delivers measurable business results Added value: One supplier for bespoke elearning, online compliance training and accreditation A global network of leadership training consultants Supplementary training and support materials International research to inform skills development and provision Expert opinion on global skills development issues, such as apprenticeships, the future of work and learning, skilled labour mobility and productivity How we deliver value Governments: vocational education systems that meet regional skills needs Learning providers: centre support and consultancy services Employers: validation of candidates’ skills, effective corporate learning and accreditation of LD programmes Senior executives: leadership training and coaching Individuals: industry-recognised, market leading qualifications and credentials provide proof of workplace skills Growing economies Cost savings increased efficiencies More productive workforces increased efficiencies More capable inspiring managers measureable business results More confident work- ready job candidates Helping businesses and economies grow Outcomes for our customers 1 1 2 2 3 3 4 4 5 5 9

13. 8 Our customers benefit from: Market leading expertise in skills education, and leadership and management qualifications Award winning elearning Credentialing design services and technology Internationally recognised standard for vocational qualifications Leadership training and coaching that delivers measurable business results Added value: One supplier for bespoke elearning, online compliance training and accreditation A global network of leadership training consultants Supplementary training and support materials International research to inform skills development and provision Expert opinion on global skills development issues, such as apprenticeships, the future of work and learning, skilled labour mobility and productivity How we deliver value Governments: vocational education systems that meet regional skills needs Learning providers: centre support and consultancy services Employers: validation of candidates’ skills, effective corporate learning and accreditation of LD programmes Senior executives: leadership training and coaching Individuals: industry-recognised, market leading qualifications and credentials provide proof of workplace skills Growing economies Cost savings increased efficiencies More productive workforces increased efficiencies More capable inspiring managers measureable business results More confident work- ready job candidates Helping businesses and economies grow Outcomes for our customers 1 1 2 2 3 3 4 4 5 5 9

14. Coats – the world’s leading industrial thread and consumer textile crafts business – was moving to a globally operated organisation. There was a strong need for increased leadership capabilities to keep pace with growth and to achieve a new set of business objectives. Coats, headquartered in the US, needed a management development programme that empathised with employees, was social and flexible and drove change. The programme was aimed at around 1000 frontline and middle managers in 70 countries – everyone from shift supervisors to small country managing directors – with varying backgrounds and educational levels. Solution The Oxford Group and Kineo worked closely with Coats to deliver an integrated, blended programme, designed around a Leadership Capability Framework of eight Leadership Capabilities. This required co-creation of elearning content. Creating a bespoke development programme for Coats Coats’ Leadership Capability Framework Foundation Module Launching and Learning Core Modules 1. Leadership 2. Acting with integrity 3. Building one team 4. Managing change Consolidation Webinar How are we doing? Consolidation Event Anchoring the manager community Core Modules 5. Delivering results 6.Balanced judgement 7. Process excellence 8. Driving innovation 94% 93% 99% Outcomes Supportive module the Foundation Module helps them be a better leader. the support from their line manager helps them be a better leader. that Management Capability Development overall helps them be a better leader. The effectiveness of this solution was also recognised with a Brandon Hall Bronze Award for Best Blended Program 2014. kineo.com oxford-group.com Spotlight Participants believe: 2 days face- to-face with 20 participants per event 4 elearning modules completed and ‘signed off’ over an 8-month period Check-in and reinforcement: webinars in groups of 10 Further 4 elearning modules over an 8-month period 1 day face-to- face: sharing, celebrating and building; a platform for ongoing self- development 10 11

15. Coats – the world’s leading industrial thread and consumer textile crafts business – was moving to a globally operated organisation. There was a strong need for increased leadership capabilities to keep pace with growth and to achieve a new set of business objectives. Coats, headquartered in the US, needed a management development programme that empathised with employees, was social and flexible and drove change. The programme was aimed at around 1000 frontline and middle managers in 70 countries – everyone from shift supervisors to small country managing directors – with varying backgrounds and educational levels. Solution The Oxford Group and Kineo worked closely with Coats to deliver an integrated, blended programme, designed around a Leadership Capability Framework of eight Leadership Capabilities. This required co-creation of elearning content. Creating a bespoke development programme for Coats Coats’ Leadership Capability Framework Foundation Module Launching and Learning Core Modules 1. Leadership 2. Acting with integrity 3. Building one team 4. Managing change Consolidation Webinar How are we doing? Consolidation Event Anchoring the manager community Core Modules 5. Delivering results 6.Balanced judgement 7. Process excellence 8. Driving innovation 94% 93% 99% Outcomes Supportive module the Foundation Module helps them be a better leader. the support from their line manager helps them be a better leader. that Management Capability Development overall helps them be a better leader. The effectiveness of this solution was also recognised with a Brandon Hall Bronze Award for Best Blended Program 2014. kineo.com oxford-group.com Spotlight Participants believe: 2 days face- to-face with 20 participants per event 4 elearning modules completed and ‘signed off’ over an 8-month period Check-in and reinforcement: webinars in groups of 10 Further 4 elearning modules over an 8-month period 1 day face-to- face: sharing, celebrating and building; a platform for ongoing self- development 10 11

16. 12 13 Making money to make a difference Making money to make a difference Acquisition of Learning Assistant (Eportfolio interface for colleges, training providers and learners), which joined the City Guilds business. Acquisition of Mindset (a software company that has developed tools and services to support the delivery and administration of learning and funding for colleges, training providers and employers), which joined the City Guilds business. 2012 Acquisition of The Oxford Group. 2010 2016 Acquisition of Nine Lanterns (an award-winning elearning provider based in Australia), which joined the Kineo business. 2014 Acquisition of Kineo. Acquisition of e3Learning (a dedicated workforce risk management and online compliance training provider, based in Australia). Acquisition of Digitalme (a digital credentialing organisation that recognises individuals’ competencies and supports employers in finding talent for their businesses). Why we’re different Everything we do – our products, services and how we work – seeks to positively impact individuals, societies and economies. In addition, we invest the money our businesses make into: Broadening and improving our products through acquisition 1 2015 Additional acquisitions of Kineo’s New Zealand and South African divisions in 2013 and 2015 further expanded the business.

17. 12 13 Making money to make a difference Making money to make a difference Acquisition of Learning Assistant (Eportfolio interface for colleges, training providers and learners), which joined the City Guilds business. Acquisition of Mindset (a software company that has developed tools and services to support the delivery and administration of learning and funding for colleges, training providers and employers), which joined the City Guilds business. 2012 Acquisition of The Oxford Group. 2010 2016 Acquisition of Nine Lanterns (an award-winning elearning provider based in Australia), which joined the Kineo business. 2014 Acquisition of Kineo. Acquisition of e3Learning (a dedicated workforce risk management and online compliance training provider, based in Australia). Acquisition of Digitalme (a digital credentialing organisation that recognises individuals’ competencies and supports employers in finding talent for their businesses). Why we’re different Everything we do – our products, services and how we work – seeks to positively impact individuals, societies and economies. In addition, we invest the money our businesses make into: Broadening and improving our products through acquisition 1 2015 Additional acquisitions of Kineo’s New Zealand and South African divisions in 2013 and 2015 further expanded the business.

18. Digitalme – making skills visible Case study Spotlight In June 2016, the City Guilds Group agreed the acquisition of a new digital credentialing services business, following the acquisition of Makewaves. Its sister organisation Digitalme – a not-for-profit organisation – will also become part of the City Guilds Group. The new business will be known solely as Digitalme. Founded in 2003, Digitalme works with employers and training providers to design digital credentials that recognise individuals’ competencies, and support employers in finding talent for their businesses. The digital credentials are built on Open Badge technology, which is fast becoming the global standard for capturing and communicating skills across the web. The growth of the Open Badge movement has been influenced by an increased awareness that learning happens everywhere, both within and outside formal education, on and offline. Open Badges offer a way to validate this learning and translate it into a valuable currency to support learners to unlock opportunities in education and employment. Now, more than ever it is vital we can respond in real time to the changing needs of industry and keep pace with employer demands. Digitalme joining the Group will allow us to create a new, technology-led credentialing business, to further extend our offer to all clients. This is a natural step for the Group, not only because the adoption of digital credentialing is growing significantly worldwide, but our strong brands and complementary values put us in a unique position to influence skills development together in the fast– changing world of work. In an increasingly competitive jobs market young people need to stand out to get noticed in the recruitment process. The traditional CV is no longer enough for young people to communicate, or employers to recognise skills and achievements. O2 use Open Badges to support their ongoing work to match talent with opportunity, wherever that talent may be: ‘By earning badges, young people become more discoverable by tech sector employers, showcasing skills that are now in high demand.’ Ronan Dunne, CEO Telefonica UK. Digital me is delighted to announce O2 will be releasing a series of Open Badges throughout 2016 on the Open Badge Academy platform. Through earning O2 badges young people can evidence and gain recognition for their achievements in digital making, enterprise and employability and social action projects. O2 employees supporting young people to develop valuable skills for employment will also be recognised through their own CPD badges. By connecting employers and their future workforces through innovative technology solutions, we can nurture a pipeline of talent required in the technology sector. O2 digitalme.co.uk14

19. Digitalme – making skills visible Case study Spotlight In June 2016, the City Guilds Group agreed the acquisition of a new digital credentialing services business, following the acquisition of Makewaves. Its sister organisation Digitalme – a not-for-profit organisation – will also become part of the City Guilds Group. The new business will be known solely as Digitalme. Founded in 2003, Digitalme works with employers and training providers to design digital credentials that recognise individuals’ competencies, and support employers in finding talent for their businesses. The digital credentials are built on Open Badge technology, which is fast becoming the global standard for capturing and communicating skills across the web. The growth of the Open Badge movement has been influenced by an increased awareness that learning happens everywhere, both within and outside formal education, on and offline. Open Badges offer a way to validate this learning and translate it into a valuable currency to support learners to unlock opportunities in education and employment. Now, more than ever it is vital we can respond in real time to the changing needs of industry and keep pace with employer demands. Digitalme joining the Group will allow us to create a new, technology-led credentialing business, to further extend our offer to all clients. This is a natural step for the Group, not only because the adoption of digital credentialing is growing significantly worldwide, but our strong brands and complementary values put us in a unique position to influence skills development together in the fast– changing world of work. In an increasingly competitive jobs market young people need to stand out to get noticed in the recruitment process. The traditional CV is no longer enough for young people to communicate, or employers to recognise skills and achievements. O2 use Open Badges to support their ongoing work to match talent with opportunity, wherever that talent may be: ‘By earning badges, young people become more discoverable by tech sector employers, showcasing skills that are now in high demand.’ Ronan Dunne, CEO Telefonica UK. Digital me is delighted to announce O2 will be releasing a series of Open Badges throughout 2016 on the Open Badge Academy platform. Through earning O2 badges young people can evidence and gain recognition for their achievements in digital making, enterprise and employability and social action projects. O2 employees supporting young people to develop valuable skills for employment will also be recognised through their own CPD badges. By connecting employers and their future workforces through innovative technology solutions, we can nurture a pipeline of talent required in the technology sector. O2 digitalme.co.uk14

20. 16 17 City Guilds TechBac An innovative approach to skills- based education for 14-19 year olds in the UK, designed to bridge the gap between education and employment. Developed with employers and education providers, TechBac offers a unique mix of technical and workplace skills and behaviours. The programme helps learners to feel more confident and ready for work, and gives employers the skilled and work-ready recruits they need. PIVOT A Managed Learning Service (MLS) from Kineo provides a simple way for employers to deliver, manage and track delivery of apprenticeships. There’s an easy-to-use front-end for the learner, backed by a suite of eportfolio and assessor tools. A robust funding system also tracks and manages Skills Funding Agency submissions. Management Plus Management Plus combines award- winning learning design from Kineo with expertise in management development from The Oxford Group. It’s a new, blended learning approach to develop front-line managers, by addressing specific skills gaps to make sure they have the right skills for the job. It includes an integrated set of assessments, training, practice exercises, reflections and management reports – all in one portal. 5 Conversations 5 Conversations, from The Oxford Group, is an inspiring programme that empowers managers to hold critical conversations with their teams. It combines individual preparation and workshops to explore five key conversations for developing business relationships: Establishing a trusting relationship Agreeing mutual expectations Showing genuine appreciation Challenging unhelpful behaviour Building for the future New Venture Fund A £2.5 million New Venture Fund was created in 2016 to accelerate the growth of innovative education and training. Initial investments include Credly – a US-based digital credentialing services provider, Filtered (see page 18) and GetMyFirstJob – the UK’s leading apprenticeship matching service. We work in partnership with governments, employers and learning providers to develop and deliver services to meet specific skills needs. Apprenticeships Apprenticeships have always been a key part of what we do and we are at the forefront of UK apprenticeship reforms. City Guilds is working with two-thirds of the trailblazer groups to develop new apprenticeship standards and are one of the leading end-point assessment organisations. ILM offers management apprenticeships which focus on developing practical leadership skills through a combination of on-the-job and theory-based training. Through our Industry Skills Board (ISB), we work closely with employers to demonstrate the value of apprenticeships and to make sure we are meeting their requirements and maintaining our quality standards. We are currently advising the US government on apprenticeships provision. Making money to make a difference Making money to make a difference Exciting new ventures and services to create more productive workforces 1 2 3 4 5 2

21. 16 17 City Guilds TechBac An innovative approach to skills- based education for 14-19 year olds in the UK, designed to bridge the gap between education and employment. Developed with employers and education providers, TechBac offers a unique mix of technical and workplace skills and behaviours. The programme helps learners to feel more confident and ready for work, and gives employers the skilled and work-ready recruits they need. PIVOT A Managed Learning Service (MLS) from Kineo provides a simple way for employers to deliver, manage and track delivery of apprenticeships. There’s an easy-to-use front-end for the learner, backed by a suite of eportfolio and assessor tools. A robust funding system also tracks and manages Skills Funding Agency submissions. Management Plus Management Plus combines award- winning learning design from Kineo with expertise in management development from The Oxford Group. It’s a new, blended learning approach to develop front-line managers, by addressing specific skills gaps to make sure they have the right skills for the job. It includes an integrated set of assessments, training, practice exercises, reflections and management reports – all in one portal. 5 Conversations 5 Conversations, from The Oxford Group, is an inspiring programme that empowers managers to hold critical conversations with their teams. It combines individual preparation and workshops to explore five key conversations for developing business relationships: Establishing a trusting relationship Agreeing mutual expectations Showing genuine appreciation Challenging unhelpful behaviour Building for the future New Venture Fund A £2.5 million New Venture Fund was created in 2016 to accelerate the growth of innovative education and training. Initial investments include Credly – a US-based digital credentialing services provider, Filtered (see page 18) and GetMyFirstJob – the UK’s leading apprenticeship matching service. We work in partnership with governments, employers and learning providers to develop and deliver services to meet specific skills needs. Apprenticeships Apprenticeships have always been a key part of what we do and we are at the forefront of UK apprenticeship reforms. City Guilds is working with two-thirds of the trailblazer groups to develop new apprenticeship standards and are one of the leading end-point assessment organisations. ILM offers management apprenticeships which focus on developing practical leadership skills through a combination of on-the-job and theory-based training. Through our Industry Skills Board (ISB), we work closely with employers to demonstrate the value of apprenticeships and to make sure we are meeting their requirements and maintaining our quality standards. We are currently advising the US government on apprenticeships provision. Making money to make a difference Making money to make a difference Exciting new ventures and services to create more productive workforces 1 2 3 4 5 2

22. 19 Filtered: a New Venture Fund investment Filtered – a London-based online training company – provides an online platform that personalises learning material for each user. By asking questions at the outset, the platform filters out learning material users don’t need or already know. This reduces the time spent training and maximises the value of that time. In addition to funding, Filtered will draw on the City Guilds Group’s expertise and resources. In return, the Group will have an equity stake in the business. Filtered’s range of courses are tailored to each individual and give users the chance to learn essential business skills (such as communication, leadership and project management), Microsoft Office and business analysis. Filtered has grown quickly since 2009, serving 700,000 consumers and a growing list of multinationals including EE, Regus and New Look. Our charitable initiatives focus on three themes: 1 Community investments A £5 million Skills Development Fund was created in 2016 for social projects that help people and communities to create long-term, sustainable change through skills development. The Fund focuses on projects that improve skills for women and girls, prevent offending and re-offending, and promote positive skills mobility. Initial funding has been granted to: St Giles Trust – one of the leading charities focused on rehabilitation and prevention of offending. We awarded £100,000 over two years to support the development of its peer mentoring ex-offender employability programme in Leeds, London and Ipswich. Once developed, the programme will be made freely available to other organisations working with offenders. AfriKids – set up in 2002 to protect and promote child rights in one of the most deprived areas of Ghana. It invests in the skills and employment of young women to help lift their communities out of poverty. We have granted AfriKids £63,225 to provide training loans and mentoring support to 20 young women in teaching and nursing, helping to fill vital skills gaps in the region. The women repay the loans, so the money invested will be paid back to the programme, creating a sustainable funding model. In addition, we invest more than £2 million each year in discretionary initiatives, such as work experience, volunteering and our bursary programmes: £280,000 in bursaries awarded in the UK each year. Co-funded with The Manipal Foundation, we are awarding scholarships to more than 300 young Indians over the next three years. Charitable initiatives that maximise long-term social benefit through skills development filtered.com Spotlight 3 Making money to make a difference 18

23. 19 Filtered: a New Venture Fund investment Filtered – a London-based online training company – provides an online platform that personalises learning material for each user. By asking questions at the outset, the platform filters out learning material users don’t need or already know. This reduces the time spent training and maximises the value of that time. In addition to funding, Filtered will draw on the City Guilds Group’s expertise and resources. In return, the Group will have an equity stake in the business. Filtered’s range of courses are tailored to each individual and give users the chance to learn essential business skills (such as communication, leadership and project management), Microsoft Office and business analysis. Filtered has grown quickly since 2009, serving 700,000 consumers and a growing list of multinationals including EE, Regus and New Look. Our charitable initiatives focus on three themes: 1 Community investments A £5 million Skills Development Fund was created in 2016 for social projects that help people and communities to create long-term, sustainable change through skills development. The Fund focuses on projects that improve skills for women and girls, prevent offending and re-offending, and promote positive skills mobility. Initial funding has been granted to: St Giles Trust – one of the leading charities focused on rehabilitation and prevention of offending. We awarded £100,000 over two years to support the development of its peer mentoring ex-offender employability programme in Leeds, London and Ipswich. Once developed, the programme will be made freely available to other organisations working with offenders. AfriKids – set up in 2002 to protect and promote child rights in one of the most deprived areas of Ghana. It invests in the skills and employment of young women to help lift their communities out of poverty. We have granted AfriKids £63,225 to provide training loans and mentoring support to 20 young women in teaching and nursing, helping to fill vital skills gaps in the region. The women repay the loans, so the money invested will be paid back to the programme, creating a sustainable funding model. In addition, we invest more than £2 million each year in discretionary initiatives, such as work experience, volunteering and our bursary programmes: £280,000 in bursaries awarded in the UK each year. Co-funded with The Manipal Foundation, we are awarding scholarships to more than 300 young Indians over the next three years. Charitable initiatives that maximise long-term social benefit through skills development filtered.com Spotlight 3 Making money to make a difference 18

24. 20 2 Youth engagement Youth engagement is a key area of activity for us. We offer an accredited work experience programme across the Group to help 14–25 year olds who have less access to professional networks and career opportunities. Through our Apprentice Connect programme, our network of Apprenticeship Ambassadors also supports young people by offering information, advice and guidance on apprenticeship pathways in schools, colleges and at careers fairs. 3 Memberships and networks We bring together communities who share our mindset as to the importance of work-related learning. These range from our Fellows, Trustees and members through livery companies and other representative organisations, as well as both nominees and recipients for our Awards. 4 Building a community of excellence Our annual Awards programme is comprised of a wide range of honours, which reward and recognise The impact of our bursaries Rebecca, age 24. NVQ Level 2 in Plumbing Craft Rebecca has worked in retail since leaving school. She had been unemployed for a period of several months and was feeling stuck and experiencing depression. The bursary for course fees helped her to study right away which increased her motivation. Gaining paid work experience in an area she loves and moving towards her goal of owning her own plumbing company by the age of 30, has improved her wellbeing significantly. Increased income tax revenue due to recipient getting paid employment Spotlight Making money to make a difference Case study Expected outcomes post qualifaction Expected state economic impact Inspiring others and passing on knowledge Job satisfaction Increased income Skills for long lasting employment Reduced use of mental health services Reduced demand for employment benefits due to recipient no longer being NEET Added value to the Exchequer and economy of higher earnings at £4637 per year Reduced cost to NHS of treating depression at £977 per year individuals and organisations who have demonstrated exceptional achievement through training and skills development. Fellowship is the highest of our Professional Recognition Awards, awarded to exceptional people who have demonstrated excellence and can be considered role models for their profession. These Awards carry internationally-recognised post- nominal letters. The Princess Royal Training Awards were created to highlight the positive impact that training and skills development can have on business performance. In the first year of the all-new Awards, we received a total of 110 entries. Applications ranged from national broadcasters and leading UK charities to community bakers, hospitals and tech and engineering companies. For more information on the Princess Royal Training Awards, including how to register your organisation’s interest, visit: princessroyaltrainingawards.com The Prince Philip Medal awarded by our President, champions the link between training and career success. It honours an exceptional individual who has ‘travelled The City and Guilds [of London Institute’s] path’. 21

25. 20 2 Youth engagement Youth engagement is a key area of activity for us. We offer an accredited work experience programme across the Group to help 14–25 year olds who have less access to professional networks and career opportunities. Through our Apprentice Connect programme, our network of Apprenticeship Ambassadors also supports young people by offering information, advice and guidance on apprenticeship pathways in schools, colleges and at careers fairs. 3 Memberships and networks We bring together communities who share our mindset as to the importance of work-related learning. These range from our Fellows, Trustees and members through livery companies and other representative organisations, as well as both nominees and recipients for our Awards. 4 Building a community of excellence Our annual Awards programme is comprised of a wide range of honours, which reward and recognise The impact of our bursaries Rebecca, age 24. NVQ Level 2 in Plumbing Craft Rebecca has worked in retail since leaving school. She had been unemployed for a period of several months and was feeling stuck and experiencing depression. The bursary for course fees helped her to study right away which increased her motivation. Gaining paid work experience in an area she loves and moving towards her goal of owning her own plumbing company by the age of 30, has improved her wellbeing significantly. Increased income tax revenue due to recipient getting paid employment Spotlight Making money to make a difference Case study Expected outcomes post qualifaction Expected state economic impact Inspiring others and passing on knowledge Job satisfaction Increased income Skills for long lasting employment Reduced use of mental health services Reduced demand for employment benefits due to recipient no longer being NEET Added value to the Exchequer and economy of higher earnings at £4637 per year Reduced cost to NHS of treating depression at £977 per year individuals and organisations who have demonstrated exceptional achievement through training and skills development. Fellowship is the highest of our Professional Recognition Awards, awarded to exceptional people who have demonstrated excellence and can be considered role models for their profession. These Awards carry internationally-recognised post- nominal letters. The Princess Royal Training Awards were created to highlight the positive impact that training and skills development can have on business performance. In the first year of the all-new Awards, we received a total of 110 entries. Applications ranged from national broadcasters and leading UK charities to community bakers, hospitals and tech and engineering companies. For more information on the Princess Royal Training Awards, including how to register your organisation’s interest, visit: princessroyaltrainingawards.com The Prince Philip Medal awarded by our President, champions the link between training and career success. It honours an exceptional individual who has ‘travelled The City and Guilds [of London Institute’s] path’. 21

26. 22 23 The future of work and learning The future of work and learning Global economic benefits of investment in vocational education and training. Research explored the vocational education and training systems in four countries – the UK, USA, India and South Africa – to understand the potential economic benefits of investing in skills. Key findings: Boosting skills by 10% could increase UK GDP by £163bn. A 10 percentage point increase in the number of upper secondary school pupils enrolled in vocational education could lead to a 1.5 percentage point reduction in youth unemployment in the US and the UK. UK businesses see average annual productivity gains of over £10,000 per hired apprentice. Only 2.3% of India’s workforce have undertaken formal skills training. US apprentices earn $60,000 more than their counterparts in nine years after enrolment. But, less than 1% of 15-24 year olds are involved in an apprenticeship scheme. Making Apprenticeships Work Our Industry Skills Board (ISB) helps ensure education meets the needs of employers. Making Apprenticeships Work was developed with the ISB to explore how to deliver a quality apprenticeship experience that benefits employers and young people. Many of the recommendations set out in the report, including the creation of an employer-led governing body for apprenticeships, have been adopted by the UK Government. We continue to campaign for quality apprenticeships that are fit-for-purpose and not driven by Government targets. City Guilds holds regular events and helps employers to make the best use of their apprenticeship levy for their apprentices and their business. We work with key partners to share insights and knowledge that will make a positive impact on global skills development 2 1 3 4 5 Recent partnerships: Working with Business in the Community, Future Proof is a new campaign and framework to help businesses break down the barriers young people face in their recruitment processes. We partner with MyKindaFuture to bring employers closer to schools and colleges by transforming the way young people connect with the world of work. Recent research reports: Skills Confidence 2016 An international study of 8000 employees in the UK, USA, South Africa and India. Our study – the first of its kind – measured people’s confidence in their skills for the workplace of today, in five years’ time and in the next decade. Key findings: Almost all respondents (95%) are confident in their own skills and productivity. 86% of respondents think their skills will be relevant in ten years’ time – and 17% do not think there are any threats that could stop their skills being relevant. Over four-fifths (85%) of respondents are confident that their job will exist in five years’ time, decreasing to 80% in ten years. Only half (52%) of respondents feel over-qualified for the job they currently do, whilst over a quarter (29%) think that their skills are under-utilised in their current roles. 1 2 3 4 cityandguildsgroup.com/skillsconfidence16

27. 22 23 The future of work and learning The future of work and learning Global economic benefits of investment in vocational education and training. Research explored the vocational education and training systems in four countries – the UK, USA, India and South Africa – to understand the potential economic benefits of investing in skills. Key findings: Boosting skills by 10% could increase UK GDP by £163bn. A 10 percentage point increase in the number of upper secondary school pupils enrolled in vocational education could lead to a 1.5 percentage point reduction in youth unemployment in the US and the UK. UK businesses see average annual productivity gains of over £10,000 per hired apprentice. Only 2.3% of India’s workforce have undertaken formal skills training. US apprentices earn $60,000 more than their counterparts in nine years after enrolment. But, less than 1% of 15-24 year olds are involved in an apprenticeship scheme. Making Apprenticeships Work Our Industry Skills Board (ISB) helps ensure education meets the needs of employers. Making Apprenticeships Work was developed with the ISB to explore how to deliver a quality apprenticeship experience that benefits employers and young people. Many of the recommendations set out in the report, including the creation of an employer-led governing body for apprenticeships, have been adopted by the UK Government. We continue to campaign for quality apprenticeships that are fit-for-purpose and not driven by Government targets. City Guilds holds regular events and helps employers to make the best use of their apprenticeship levy for their apprentices and their business. We work with key partners to share insights and knowledge that will make a positive impact on global skills development 2 1 3 4 5 Recent partnerships: Working with Business in the Community, Future Proof is a new campaign and framework to help businesses break down the barriers young people face in their recruitment processes. We partner with MyKindaFuture to bring employers closer to schools and colleges by transforming the way young people connect with the world of work. Recent research reports: Skills Confidence 2016 An international study of 8000 employees in the UK, USA, South Africa and India. Our study – the first of its kind – measured people’s confidence in their skills for the workplace of today, in five years’ time and in the next decade. Key findings: Almost all respondents (95%) are confident in their own skills and productivity. 86% of respondents think their skills will be relevant in ten years’ time – and 17% do not think there are any threats that could stop their skills being relevant. Over four-fifths (85%) of respondents are confident that their job will exist in five years’ time, decreasing to 80% in ten years. Only half (52%) of respondents feel over-qualified for the job they currently do, whilst over a quarter (29%) think that their skills are under-utilised in their current roles. 1 2 3 4 cityandguildsgroup.com/skillsconfidence16

28. Future Proof Not having an open and transparent recruitment process can be a real barrier and deterrent for young applicants, and businesses could be missing out on recruiting the best young talent into their workforce. Future Proof, backed by the City Guilds Group, aims to work with businesses to make recruitment processes more inclusive, fair and transparent. As part of the framework, Business in the Community has produced a number of online resources: a guide for businesses, including practical advice on how to offer constructive feedback to young candidates. best practice case studies from organisations who are developing open and accessible recruitment processes to engage a broad range of applicants. a free bespoke report for employers on their youth employment strategy. futureproof.bitc.org.uk Spotlight 1 2 3 24

30. 26 City Guilds Group 1 Giltspur Street London EC1A 9DD United Kingdom +44 (0)844 543 0000* www.cityandguildsgroup.com *Calls to 0844 numbers cost 5p per minute plus your telephone company’s access charge.

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