The Challenge
To provide an in-depth review of Urenco’s global Social Impact Programme, involving a significant £2 million investment across various local communities and strategic partnerships, to rigorous scrutiny by the Board. The aim was to ensure the programme’s effectiveness, alignment with organisational goals, and maximisation of its social and reputational value.
The Approach
We conducted a series of internal and external stakeholder interviews to gain a diverse set of perspectives on the strengths, areas for improvement and key challenges of the existing approach. We contextualised our findings by reviewing the external landscape for Social Impact Best Practices, current and impending regulations, evolving reporting requirements, and impact measurement frameworks. Based on our research and analysis, we delivered a detailed Social Impact Landscape Review and a clear set of recommendations.
The Deliverables
- A comprehensive four-step improvement plan, accompanied by a detailed set of recommendations for progress. This plan was designed to enhance and improve the programme across various dimensions, including:
- Maximising partnerships’ social and reputational value.
- Programme impact measurement.
- Spending principles and budget allocation.
- Programme ownership, roles & responsibilities.
- Seamless integration with key pillars of the broader sustainability programme, aligning with key organisational pillars.
Our Social Impact Strategy has become clearer, so we now have a focus on being impact-driven. We have changed our workstream approaches and paid more attention to solving local socio-economic issues in our communities. Additionally, we have engaged with the consultancy Fit for Purpose connected us to human rights due diligence support.
Rob Little, Head of Sustainability , Urenco Ltd