IN4 Group's Social Impact Report for 2025-2026, detailing the value of the impact we've had in the communities we work in and with.
Social & Economic Impact Report 2025–26
Produced by
CONTENTS
74 MIND (Mums in Data) 82 The Creative Engine 90 AI Content Creator Programme 96 Legacy Skills Bootcamps 104 Modern Worker for the Modern Workplace (MWMW) Burnley 112 Local Economic Value 138 Supporters, Funders and Delivery Partners 142 Looking Ahead
3
Foreword
10
Introduction
14 Executive Summary 30 About This Social and
Economic Impact Evaluation 34 UK Government Social Value Policy Alignment 52 TechFirst & MEGA Hubs Programme 66 AWS re/Start Programme
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FOREWORD As we look back on 2025–26, one thing is clear: the demand for digital and technology skills is changing faster than ever, and the opportunity to build a more inclusive economy has never been greater.
At IN4 Group, we do not believe that doing more of the same will deliver the workforce our economy needs. We need to think differently, act differently and create pathways that connect people to opportunity, regardless of their background, circumstances or starting point. This report tells the story of that ambition in action. Across our programmes and partnerships, we have worked with young people, adults, women returning to the workforce, schools, colleges, employers and communities to create meaningful routes into digital and technology careers. From MIND (Mums in Data) and The Creative Engine to AWS re/Start, Legacy Skills Bootcamps, AI Content Creator, the Modern Worker for the Modern Workplace (MWMW) programme, TechFirst and MEGA Hubs, IN4 programmes deliver far more
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break, or someone overcoming barriers to employment, our aim is the same: to make opportunity accessible and ensure that talent, not circumstance, determines how far someone can go. We are proud of what we have achieved together, but we know there is more to do. Artificial intelligence, emerging technologies and the changing world of work create enormous opportunities – but only if we ensure people from all backgrounds can participate. We are not interested in tinkering around the edges. We want to help reshape the system – creating the skills, pathways and partnerships that allow people to thrive in their local economy. This report reflects what we have achieved together, but also a statement of intent for what comes next.
than skills and training. They create opportunities, build confidence, strengthen communities, support businesses and enable people to progress towards sustainable employment, greater economic participation and improved life chances. Our ecosystem brings together education, industry, employers, government and communities to bridge the gap between talent and opportunity. We want the people we support to develop the skills employers need, while ensuring employers can access the diverse talent our economy needs to grow. Inclusion is at the heart of this mission. Digital transformation should not leave people behind. Whether supporting a young person into an apprenticeship and their first steps towards a technology career, a mother returning to work after a career
The challenge is significant. The opportunity is even greater.
Mo Isap OBE CEO, IN4 Group
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EDUCATION
ECONOMY
REGIONS
IMPACT DASHBOARD 2025-26
TechFirst (formerly CyberFirst) & MEGA Hubs
£11.37m Social value generated The Creative Engine
Estimated programme investment
Individuals directly benefited
£8.53 SROI for every £1 invested
INVESTMENT IN PROGRAMME DELIVERY
TOTAL SOCIAL VALUE
SOCIAL RETURN ON INVESTMENT
DIRECTLY RETAINED LOCAL VALUE
£4.97m Social value generated
£6.58 SROI for every £1 invested
£22.3m £8.07 £2.68m £2.76m
£216k
2,379
for every £1 invested
Modern Worker for the Modern Workplace (MWMW)
£183k
362
12,567 581 11,821 55%
£420k Social value generated
£7.09 SROI for every £1 invested
Beneficiaries
REACH
13,390 PEOPLE SUPPORTED
12,600 YOUNG PEOPLE
People supported into technology careers across the portfolio
790 ADULTS
£382k
7,390
Schools and colleges
Supply Chain
£2.68m
£3.9k
82
Children and young people
SKILLS
From Pupil Premium groups 35%
Local economic value generated through IN4’s investment in local people, local organisations and local supply chains
Legacy Skills Bootcamps £3.46m Social value generated
AWS re/Start £512k Social value generated
MIND (Mums in Data) £1.15m Social value generated
AI Content Creator £407k Social value generated
£463k
247
Female
£715k
Retained in local economies
£150k
150
£86k
734
187 16 78%
£19.39 SROI for every £1 invested
£4.32 SROI for every £1 invested
£4.20 SROI for every £1 invested
£9.60 SROI for every £1 invested
Scholarships and bursaries awarded through the IN4 Scholarship Programme
Direct financial support to remove barriers to participation and progression
SMEs engaged
VCSEs engaged
Of spend directed to SMEs & VCSEs
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WHO WE ARE
IN4 Group is a leading international professional technology training and skills provider, with operations across the United Kingdom and the Middle East. Delivered through a proven regional blueprint, the Group unlocks the potential of local talent to drive sustainable productivity and prosperity for industry, communities, and the local economy.
The Group comprises award-winning specialist training divisions with a portfolio of bespoke programmes, professional qualifications, and apprenticeships. It holds approved training provider status with Microsoft, Amazon Web Services, and Google, and is rated ‘Good’ by Ofsted.
With a distinctive regional blueprint, IN4 works across communities and with education, industry, employers, government and the wider technology ecosystem to unlock and nurture local talent. By connecting people to the skills, networks and opportunities they need to succeed, IN4 helps regions build stronger, more inclusive and sustainable economies.
INTRODUCTION
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Technology is transforming the way we live, work and do business. But innovation only creates lasting prosperity when its benefits are accessible to everyone. IN4’s approach combines skills development, innovation and entrepreneurship with a strong focus on inclusion and social value. Through our programmes, IN4 creates opportunities for people at different stages of their journey – from young people taking their first steps towards a technology career to adults developing Delivering Fair Access to Technology Futures
OUR PURPOSE
Our Values Our three core values underpin everything we do:
new skills, women returning to the workforce and businesses accessing the talent and innovation they need to grow. A cornerstone of IN4’s work is embedding social value and local economic impact into every initiative. For IN4, social value is about understanding and measuring the positive changes people experience in their lives, and ensuring those changes translate into meaningful benefits for individuals, communities, businesses and the wider economy. we can better understand the needs of individuals, communities and employers, respond to emerging technologies and ensure that the skills being developed today are relevant to the economy of tomorrow. This collaborative model enables IN4 to create impact that extends beyond individual programmes – strengthening communities, supporting businesses and helping to build a more diverse and resilient technology talent pipeline.
Humanising Technology We put people first and enable human potential through technology
Vision Fair Access to Technology Futures
Mission At the heart of IN4 Group’s mission is a
Connection to Place We help people succeed in their communities, creating local pride and local opportunities
commitment to fair access for all people, places and communities. We believe talent is everywhere, but opportunity is not always equally distributed. Our purpose is to break down the barriers that prevent people from accessing technology and digital careers, ensuring that individuals from all backgrounds can develop the skills, confidence and connections to thrive in the future economy.
The IN4 Blueprint
IN4’s impact is built through community and collaboration. Our blueprint brings together learners through a place-based approach alongside schools and colleges, universities, employers, industry partners, public sector organisations, funders and community organisations. These partnerships connect talent with opportunity and help create stronger pathways between education, skills, employment and enterprise. By working together,
Culture of Belonging We ensure opportunities are for all, accessed from within safe and nurturing environments
Together, these values shape our DNA, where we use technology to serve human potential, root that potential in communities, and foster a culture where everyone belongs and can succeed.
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Strategic alignment with the UK Government’s social value framework is central to this evaluation.
13,700 BENEFICIARIES
PPN 001 and PPN 002 provide the principal policy context for the 2025–26 delivery period, reflected in IN4 Group’s support for SMEs and VCSEs, local economic growth, inclusive employment, skills development and wider access to opportunity. PPN 026, introduced as reporting and evidence were being finalised, provides a forward-looking framework for assessing the portfolio against Good Jobs and Skills and for shaping future delivery, evidence collection and employer-led progression pathways. Across its portfolio of digital, technology, creative and employability programmes, IN4 Group has delivered significant social, educational and economic value for young people, adults, employers and regional communities. The programmes reviewed
span cyber security, cloud technology, data, creative technology, AI-enabled content creation, adult digital skills and business workforce development, with delivery across the North West, West Midlands, Greater Manchester, Liverpool, Lancashire, Cheshire, London and national locations. Collectively, the programmes demonstrate IN4 Group’s ability to connect inclusive skills development with measurable progression outcomes and regional economic value. Across the portfolio, activity has engaged more than 13,700 beneficiaries, reached over 12,600 children and young people through school-based cyber and technology activity, and supported more than 790 adults and young people through structured training programmes.
12,600 CHILDREN AND YOUNG PEOPLE
790 ADULTS
EXECUTIVE SUMMARY
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KEY SOCIAL VALUE ACHIEVEMENTS
From a reach of more than 13,700 beneficiaries across the IN4-delivered portfolio: TechFirst & MEGA Hubs, AWS re/Start, MIND (Mums in Data), The Creative Engine, AI Content Creator, Legacy Skills Bootcamps and the Modern Worker for the Modern Workplace (MWMW) — the evidence demonstrates a broad contribution to skills, employment and local economic value. IN4 Group’s programmes deliver far more than skills and training. They create opportunities, build confidence, strengthen communities, support businesses and enable people to progress towards
£22.3m
The delivery of IN4 Group’s programmes and initiatives generated significant social and economic value between April 2025 and July 2026, benefiting individuals, businesses, communities and local economies.
“These achievements demonstrate the breadth of IN4 Group’s impact:
combining inclusive access to learning, strong employer engagement, measurable
progression outcomes and wider economic benefit for the places and communities it serves.” Dave McGuinness SVB Social Value Specialist
£2.76m
£8.07
sustainable employment, greater economic participation and improved life chances.
Across the evaluated portfolio, IN4 Group generated approximately:
Social value Investment Social return on investment (SROI)
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£22.3 million TOTAL SOCIAL VALUE £2.68 million DIRECTLY RETAINED LOCAL VALUE
“This evaluation demonstrates the strength of IN4 Group’s approach to creating social and economic value through skills, employment and industry engagement. What stands out is the way the programmes connect people to real opportunities — combining accessible skills development with employer involvement, practical experience and clear routes into employment and progression. The results show not only the scale of activity, but the wider value created for individuals, employers and the communities in which IN4 operates. As the digital and technology landscape continues to evolve, this model provides a strong foundation for creating more inclusive access to the skills and opportunities needed for the future.” Richard Dickins SVB Managing Director
The programmes achieved strong completion and progression outcomes, including employment outcomes for all 57 participants supported through the Legacy Skills Bootcamps and 179 employment outcomes through The Creative Engine. AWS re/Start and MIND (Mums in Data) recorded early employment progression, while AI Content Creator participants received practical experience, portfolio development and continued support towards further training, apprenticeships and employment. These results demonstrate credible routes towards employment, while longer-term follow-up is needed to evidence sustained employment, job quality and progression. The portfolio has further mobilised significant employer, industry, volunteer, supplier and workforce contribution. Employers and industry partners have provided mentoring, specialist expertise, financial donations and in-kind support, while volunteers have contributed valuable time and professional knowledge. Supplier expenditure has generated
additional local economic value, including spend with SMEs and VCSE organisations, complemented by a consistently high proportion of locally based IN4 Group staff contributing to programme delivery. Overall, the programmes reviewed have generated approximately £22.3 million in social value, supported by approximately £2.68 million of directly retained local value. Individual programme SROI ratios range from £4.20 to £19.39 of social value generated for every £1 invested, demonstrating positive social value across the portfolio. The evaluation indicates that the strongest impact is achieved where targeted skills development is connected to clear employment pathways, meaningful employer engagement and sustained progression support. This provides a strong foundation for IN4 Group to continue developing inclusive, employer-led programmes that address skills gaps, improve access to opportunity and contribute to sustainable regional economic growth.
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P
H
SOCIAL ACCOUNTING METHODOLOGY
• • • • • • • •
Principle 1: Involve stakeholders
Principle 2: Understand what changes Principle 3: Value the things that matter Principle 4: Only include what is material
SVB has adopted two widely recognised UK social accounting methodologies — Social Return on Investment (SROI) and the Local Multiplier (LM) — to identify, measure and account for the social, economic and local value created through IN4 Group’s programmes.
INVOLVE STAKEHOLDERS
Principle 5: Do not overclaim Principle 6: Be transparent Principle 7: Verify the result Principle 8: Be responsive
The evaluation is also aligned with the Social Value Quality Mark (SVQM) framework, using the SVQM Wheel to identify and evidence value across one or more of its core thematic areas. The assessment has been undertaken in line with the principles, standards and evidence requirements of the SVQM Silver Quality Mark, ensuring a robust and transparent approach to impact measurement.
SROI and Local Multiplier methodologies were selected as the most appropriate frameworks to monetise programme outcomes and demonstrate the wider value generated for individuals, communities, employers and local economies. The SROI analysis follows the eight internationally recognised principles of Social Value, ensuring that value is based on stakeholder outcomes, material evidence, appropriate valuation, and transparent reporting.
P
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DATA REVIEW AND EVIDENCE BASE
Where programme evidence is used to assess policy alignment, the report distinguishes between two purposes. PPN 001 and PPN 002 provide the retrospective framework for interpreting activity delivered during 2025–26, including supply chain participation, economic growth, inclusive opportunity and skills outcomes. PPN 026 provides a prospective framework for testing the readiness of the evidence base and identifying future delivery and measurement priorities. Across both purposes, the analysis distinguishes outputs, such as participation, training delivery and employer engagement, from outcomes, such as employment progression, skills gained, in-work development and strengthened talent pipelines.
This report is based on an independent review of data and evidence provided by IN4 Group. The evaluation draws upon a range of qualitative and quantitative sources, including stakeholder interviews, learner case studies, participant testimonials, programme and course content, learning outcomes, monitoring and performance data, and financial information. The evidence has been analysed to identify the outputs, outcomes and longer-term impacts generated across the programmes, before applying the SROI and Local Multiplier methodologies to quantify the social and economic value created. This independent analysis forms the basis of the findings, conclusions and social value calculations presented throughout this report.
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The table of programme results demonstrate that IN4 Group’s impact extends well beyond the direct delivery of skills and training. Collectively, the programmes generate substantial value through employment, skills development, increased confidence and wellbeing, improved opportunities, business benefits, and wider economic participation.
Importantly, the results also demonstrate the diversity of value generated across the portfolio. While individual programmes differ in scale, investment and target audience, every programme generated a positive social return, with SROI ratios ranging from £4.20 to £19.39 for every £1 invested.
SOCIAL VALUE SUMMARY
TechFirst & MEGA Hubs
AWS re/Start
MIND (Mums in Data)
The Creative Engine
AI Content Creator
Legacy Bootcamps Modern Worker for the Modern
Total
Workplace (MWMW)
Social value
£4,969,071
£511,941
£1,149,991
£11,366,277
£407,202
£3,457,821
£420,127
£22,282,430
Investment
£754,838
£118,600
£274,099
£1,332,599
£42,400
£178,349
£59,300
£2,760,115
SROI
£6.58
£4.32
£4.20
£8.53
£9.60
£19.39
£7.09
£8.07
Stakeholders
12,567
47
183
697
32
166
49
13,741
% Share of Created Value
22.3%
2.3%
5.2%
51.0%
1.8%
15.5%
1.9%
100.0%
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n i
Across its programme portfolio, IN4 Group generated social value across five key SVQM impact themes.
The evidence in this report demonstrates strong readiness for PPN 026, particularly in training and retraining, talent pipeline development and routes into employment. Future reporting should build on this baseline by capturing job retention at defined intervals; employment type and working conditions; salary and wage progression; promotions and increased responsibilities; apprenticeship and work placement starts and completions; workplace adaptations; employer-validated skills shortages; and examples of community co-design. These measures should be incorporated into programme specifications, participant follow-up and employer reporting so that IN4 Group can demonstrate sustained, high-quality outcomes against each Model Award Criterion.
Employment & Volunteering (56.4%), accounted for the largest proportion of social value created reflecting the portfolio’s strong focus on employability, career progression and workforce development. This was followed by: • Economic Value (18.7%) • Education & Skills (13.1%) • Health & Wellbeing (10.5%) • Social & Community (1.4%) Together, these themes demonstrate the breadth of IN4 Group’s contribution to individuals, employers and communities through inclusive skills development and regional economic growth.
Leadership
s t m
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THEORY OF CHANGE
IN4 Group creates change by turning access to skills into confidence, confidence into progression, and progression into lasting social and economic value. The following programme sections set out the specific outputs, outcomes and social value generated by each area of delivery. Taken together, they show how IN4 Group’s model supports high-quality jobs, skills development, inclusive progression and the long-term talent pipeline required by employers and local economies.
IN4 Group’s theory of change is based on the belief that inclusive access to digital, technology and creative skills can unlock opportunity for individuals, strengthen employer talent pipelines and create wider social and economic value for communities and places. Delivery during 2025–26 reflects the priorities of PPN 001 and PPN 002 through local supply chain participation,
economic growth, skills development and the removal of barriers to opportunity. Looking ahead, PPN 026 provides a framework for strengthening this model by placing greater emphasis on good jobs, fair progression, training and retraining, in-work development, and employer-led talent pipelines in sectors experiencing current and future skills shortages.
Need Technological change, skills shortages and unequal access to opportunity.
IN4 Intervention Inclusive, industry-led digital, technology and creative skills programmes
Immediate Outcomes Increased confidence, practical skills, networks and employer exposure
Medium-Term Outcomes Completion, employment progression, apprenticeships, business capability and further learning
Long-Term Impact More inclusive technology careers,
stronger talent pipelines and greater social and economic value
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Social Value Business (SVB) was commissioned by IN4 Group to undertake a Social and Local Value evaluation of its portfolio programmes and initiatives, including:
TechFirst (formerly CyberFirst) & MEGA Hubs
AWS re/Start
MIND (Mums in Data)
The Creative Engine
Modern Worker for the Modern Workplace (MWMW)
Legacy Skills Bootcamps
AI Content Creator
SOCIAL AND ECONOMIC IMPACT EVALUATION ABOUT THIS
The evaluation was designed to identify, evidence and quantify the social and economic value created through IN4 Group’s work, using robust social value measurement approaches aligned with Social Value Quality Mark (SVQM) principles.
This Social and Economic Impact Report aims to capture and demonstrate the scale and significance of IN4 Group’s contribution to individuals, communities, businesses and the wider economy.
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REPORTING YEAR IN CONTEXT
The 2025–26 reporting year has been shaped by rapid technological change. Artificial intelligence and emerging technologies are transforming industries, reshaping roles and changing the skills employers need. At the same time, businesses face growing demand for highly skilled digital talent, while many people still face barriers to education, employment and career progression. The future of work is changing. New technologies are creating new opportunities, but they also risk widening existing inequalities if people are unable to access the skills, networks and practical experience needed to participate. Inclusive access to technology careers is therefore more important than ever. IN4 Group is committed to ensuring that the benefits
of technological innovation are shared more widely. By investing in people, strengthening connections between education and industry, and creating accessible pathways into digital, technology and creative careers, IN4 is helping individuals, communities and employers navigate change and seize new opportunities. This report captures the social and economic impact created through IN4 Group’s work during 2025–26. It demonstrates not only what has been delivered, but also who has been reached, the skills developed, the careers enabled and the wider value created for communities, businesses, funders and the economy. It reflects the progress made and provides a platform for the work still to come.
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The UK Government’s Social Value Framework provides an important policy foundation for IN4 Group’s partnerships across the public, private and voluntary sectors, ensuring programme delivery contributes to wider economic and social outcomes as well as skills development.
During the 2025–26 delivery period, PPN 001 and PPN 002 formed the primary policy context. PPN 001 focused on increasing fair access to public procurement opportunities for SMEs and VCSE organisations, while PPN 002 aligned procurement activity with the Government’s broader social value missions, including driving economic growth and breaking down barriers to opportunity. As this evaluation was being finalised, the Government introduced PPN 026 as its updated Social Value Model. Rather than assessing delivery against a policy that was not
in force for the reporting period, this report uses PPN 026 as a forward-looking framework to review the existing evidence base, identify areas for development, and inform the future design, delivery and measurement of IN4 Group’s social value programmes. This approach enables the report to demonstrate current alignment with government policy while also preparing IN4 Group for future procurement and reporting requirements under the evolving Social Value Model.
SOCIAL VALUE POLICY ALIGNMENT UK GOVERNMENT
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NATIONAL PROCUREMENT POLICY STATEMENT NPPS 1 The National Procurement Policy Statement sets out the strategic priorities for public procurement and how contracting authorities can support their delivery. The statement came into effect on 24 February 2025 alongside the introduction of the new Procurement Act 2023. It will remain in place until it is withdrawn, amended or replaced, and can be reviewed when the Minister for the Cabinet Office considers it appropriate to do so.
PPN 001 SME & VCSE SPEND 2
PPN 001 reinforces the Government’s expectation that public procurement should support economic growth and strengthen supply chains by giving SMEs and VCSEs a fair chance to access public contracts.
1. The National Procurement Policy Statement (NPPS) sets the Government’s strategic priorities for public procurement in support of the Government’s missions. This includes driving economic growth and strengthening supply chains by giving small and medium-sized enterprises (SMEs) and voluntary, community and social enterprises (VCSEs) a fair chance at public contracts.
2. To enable implementation of the NPPS and take forward commitments in the Plan for Small Business, all central government departments (including executive agencies and non-departmental public bodies (NDPBs) must set a three- year target for direct spend with SMEs (from 1 April 2025) and a two-year target for direct spend with VCSEs (from 1 April 2026) and report results annually.
1. National Procurement Policy Statement 2. PPN 001: SME and VCSE procurement spend targets - GOV.UK
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IN4 GROUPS ALIGNMENT WITH PPN 001 SME AND VCSE PROCUREMENT
187 SMEs ENGAGEMENT WITH
16 VCSEs ENGAGEMENT WITH
IN4 Group’s delivery model aligns with the principles of PPN 001 by creating economic opportunities through its supply chain and programme delivery, working extensively with SMEs, VCSE organisations, local employers, community partners and regional stakeholders.
78% of spend directed to SMEs & VCSEs
This report demonstrates that contribution through engagement with 187 SMEs and 16 VCSE organisations, alongside strong local workforce participation and place- based programme delivery. Importantly, 78% of IN4 Group’s supplier spend – more than £700,000 – is directed to SMEs and VCSE organisations, providing clear evidence of investment in local and diverse suppliers in line with PPN 001 objectives. IN4 Group’s approach extends beyond procurement spend alone. Through collaboration with local employers, community organisations and regional partners across Greater
Manchester, Lancashire, Liverpool City Region, London and the West Midlands, the organisation strengthens local supply chains, widens participation in programme delivery, and helps retain economic value within local communities and regional economies. The combination of significant SME and VCSE procurement spend, together with extensive partnership activity, demonstrates IN4 Group’s commitment to supporting inclusive economic growth and maximising the social and economic value generated through its programmes.
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PPN 002 THE SOCIAL MODEL 3
Missions A. Kickstart economic growth through opportunities for small businesses and social enterprises across the country; high-quality jobs that offer fair wages and good working conditions; and encouraging innovation and the development of new technologies in line with the Industrial Strategy. B. Make Britain a clean energy superpower by accelerating to net zero, reducing greenhouse gas emissions in line with the UK national carbon budget, minimising waste, supporting delivery of clean power by 2030, and promoting the use of green technologies - taking account of environmental risks and ensuring suppliers are committed to high environmental standards and protecting natural habitats and biodiversity.
C. Take back our streets by reducing crime through support for organisations that strengthen community cohesion, awareness-raising, and action, and by encouraging suppliers to recruit from groups that struggle to access employment opportunities. D. Break down barriers to opportunity by addressing specific skills gaps and facilitating access to training and other development opportunities, removing barriers to entry for young people and under-represented groups, including people with protected characteristics and care leavers. E. Build a National Health Service fit for the future by supporting good physical and mental health through high- quality jobs and encouraging suppliers to recruit from economically inactive cohorts.
3. The social value model, 2025
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IN4 GROUPS ALIGNMENT WITH PPN 002 THE SOCIAL MODEL MISSIONS
IN4 Group’s 2025–26 programme portfolio demonstrates strong alignment with the objectives of PPN 002, particularly the missions focused on Driving Economic Growth and Breaking Down Barriers to Opportunity. Through a portfolio of industry-led digital, technology and creative programmes, IN4 Group equips individuals with the skills, confidence and employer connections needed to access sustainable employment and career progression.
increasing participation, building local capability and fostering long-term relationships between education, employers and the voluntary sector. While the portfolio also contributes to the Clean Energy and NHS missions , these impacts are primarily enabling and indirect rather than core delivery outcomes. Examples include supporting green skills awareness, promoting sustainable employment practices, improving digital inclusion and generating wellbeing benefits through increased employment, confidence and community participation. IN4 Group’s programmes provide clear evidence of delivering against PPN 001 and multiple PPN 002 missions, with the greatest impact achieved through inclusive economic growth, skills development and reducing barriers to opportunity.
The portfolio prioritises support for people facing barriers to employment and progression, providing inclusive pathways into high-growth sectors through accredited training, employer engagement, mentoring and work-based opportunities. This approach helps widen participation, improve social mobility and create routes into digital careers for under-represented and disadvantaged communities.
IN4 Group also contributes to the Community Cohesion mission through place-based delivery, youth engagement, opportunities for under-represented and disadvantaged groups, community partnerships and collaboration with regional stakeholders across Greater Manchester, Lancashire, Liverpool City Region, London and the West Midlands. These activities strengthen local communities by
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PPN 002 mission How IN4 Group activities contribute
Kickstart economic growth
Break down barriers to opportunity
Take back our streets
Make Britain a clean energy superpower This is not a primary alignment area. IN4 Group contributes indirectly by building transferable digital, data and innovation capabilities that can support green technologies, clean growth and emerging sectors. MWMW programme activity on digital adoption and data capability; The Creative Engine and AI Content Creator training in emerging technologies and AI-enabled workflows; employer-led workforce development that helps businesses adapt to technological change. The evidence is indirect through innovation, AI capability, data skills and business digital adoption. 96% of IN4 delivery workforce are local, with an average reside of 30 miles and commute time of 41 minutes, helping to reduce carbon emissions through travel. No specific net zero or clean energy delivery is currently evidenced.
Build a National Health Service fit for the future Alignment is limited and indirect. IN4 Group supports good work,
PPN001 and PPN002 alignment through IN4 Group developing and delivering digital, technology, data, cloud, cyber and creative skills linked to growth sectors, while supporting employer capability and local supply chains. The Creative Engine training in Unreal Engine, Unity, virtual production, AI and immersive technologies; AWS re/Start cloud training and certification preparation; Legacy Skills Bootcamps designed around employer demand; Modern Worker for the Modern Workplace (MWMW) programme support for 11 businesses to adopt digital techniques; engagement of 187 SMEs and 16 VCSE organisations through the supply chain. £22.3 million in social value, £2.68 million of directly retained local value, 179 Creative Engine employment outcomes and 100% employment progression across the Legacy Skills Bootcamps. 78% supplier spend with SMEs and VCSEs.
This is the strongest PPN 002 alignment. Programmes widen access to high-value digital, technology and creative careers for under-represented groups and people facing barriers to employment. MIND (Mums in Data) flexible hybrid training for women returning after caring responsibilities or career breaks; AWS re/ Start for young people who are NEET; TechFirst and MEGA Hubs targeted bursaries and participation support; AI Content Creator live client briefs and portfolio development; Legacy Skills Bootcamps with employment-focused progression; employer networks, mentoring and careers support across programmes. Evidence includes 105 women participating in MIND, 18 learners beginning AWS re/ Start, 55% female participation and 35% Pupil Premium eligibility in TechFirst and MEGA Hubs, and direct progression into employment, apprenticeships and further learning.
IN4 Group contributes indirectly by strengthening community cohesion, engaging young people and creating positive education and employment pathways for groups who may struggle to access opportunity. TechFirst Days and school engagement; MEGA Hubs as long- term, place-based technology ecosystems; mentoring, scholarships, bursaries and practical industry experiences; AWS re/Start support for young people aged 19–24 who are not in education, employment or training. TechFirst and MEGA Hubs engaged 12,567 stakeholders, 581 schools and colleges, and 11,821 children and young people, with 150 scholarships and bursaries providing £150,000 of direct support.
confidence, employability and routes back into economic participation, which may contribute to wider wellbeing. MIND activity that rebuilds confidence for women returning to work; AWS re/ Start support for economically inactive young adults; employability preparation, mentoring and progression support; workplace-focused learning through the MWMW programme. The report provides indirect evidence through improved confidence, reduced financial pressure, raising aspirations, creating a sense of worth, inclusive learning and employment progression. No direct NHS or health-sector delivery is currently evidenced.
Examples of IN4 activities
Evidence in this report
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PPN 026 THE SOCIAL MODEL 4
IN4 GROUP READINESS AGAINST PPN 026
Key Changes and Focus
PPN 026 streamlines social value assessment into two core outcomes supported by six Model Award Criteria (MACs).
opportunity, developed industry-relevant skills, supported innovation, and created pathways into employment within high-growth digital, technology and creative sectors. The strongest areas of readiness are evidenced through: • Training and retraining programmes aligned to employer demand • Pre-employment support for individuals facing barriers to work • Workplace readiness and employer-led progression pathways • In-work upskilling and digital adoption • Development of diverse talent pipelines across education, industry and communities As PPN 026 comes into effect, apprenticeship outcomes, work placements, employment progression and job quality measures provide clear opportunities for strengthening future reporting where quantified evidence is available.
As PPN 026 was introduced while the evidence and analysis for this report were being finalised, it is not used as the assessment framework for IN4 Group’s 2025–26 delivery. Instead, it is applied as a future-readiness framework to assess how well IN4 Group’s current portfolio aligns with the new requirements, identify evidence gaps, and inform the future design, delivery and measurement of programmes. The new model places greater emphasis on measurable activities that improve employment and skills outcomes, including apprenticeships, work placements, pre- employment training, workplace adjustments, career progression opportunities, and initiatives that help people move into higher-skilled and better-paid employment. It also encourages investment in skills shortages, emerging industries, and collaboration with employers and communities to co-design local opportunities. IN4 Group’s 2025–26 portfolio demonstrates strong alignment with the future direction of PPN 026. Across its programmes, the organisation has widened access to
Alignment with PPN 026 – Good Jobs and Skills (Future Readiness)
PPN 026 introduces the UK Government’s new Social Value Model for central government procurement, with a stronger focus on creating Good Jobs and Skills. Published by the Cabinet Office on 5 August 2026, it replaces the previous PPN 002 Social Value Model and applies to relevant procurements commencing on or after 1 January 2027.
Outcome
Model Award Criteria (MACs)
1. Good Jobs 1a: Creating and retaining high-quality jobs 1b: Fair working
conditions 1c: Fair pay
2. Skills
2a: Training and retraining 2b: In-work progression 2c: Developing a talent pipeline
4. The social value model
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EXAMPLES OF PORTFOLIO ALIGNMENT WITH PPN 026 IN4 Group’s programmes already reflect many of the activities prioritised within the new Social Value Model.
FORWARD LOOK
TechFirst & MEGA Hubs Develop early talent pipelines through schools, colleges, bursaries, industry engagement and digital careers inspiration
AWS re/Start Provides pre-employment cloud and digital skills training for young people who are NEET and those seeking entry into technology careers
PPN 026 presents an opportunity for IN4 Group to strengthen its evidence base by capturing consistent data on job creation, apprenticeships, work placements, progression into employment, in-work advancement and fair employment practices. This will enable future impact reporting to demonstrate clear alignment with the government’s Good Jobs and Skills outcomes while building on the strong foundations already established across the 2025–26 portfolio.
The Creative Engine & AI Content Creator
MIND (Mums in Data) Supports women returning to employment through flexible data skills training, confidence building and progression into work
Develop practical creative, digital and AI capabilities through live industry briefs, portfolio development and employer engagement
Modern Worker for the Modern Workplace (MWMW) Supports in-work progression, workforce upskilling and business adoption of new digital and AI technologies
Legacy Skills Bootcamps Create employer-led pathways into employment, retraining and career progression in priority sectors
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IMPACT AT A GLANCE
Access to industry networks Programmes connected learners with employers, mentors, volunteers and professionals, helping to bridge the gap between education and work. Inclusive pathways into growth sectors Delivery supported groups who are often under-represented in technology and creative industries, creating more accessible routes into high-value careers. Wider community and economic value The programmes strengthened local skills ecosystems by supporting employers, engaging schools and colleges, working with SMEs and VCSEs, and contributing to local workforce development. Together, these impacts show that IN4 Group’s model is not simply delivering training. It is building confidence, creating connections, opening doors, and helping people and places participate in a changing digital economy.
IN4 Group’s programmes created impact that goes beyond participation numbers and financial return. The portfolio helped people build confidence, gain practical skills, access industry networks and move closer to meaningful employment in digital, technology and creative sectors.
The work has widened access to technology pathways for young people, adults returning to work, learners who were previously not in education, employment or training (NEET), women with caring responsibilities, aspiring creatives and businesses adapting to technological change. Through hands-on learning, mentoring, employer engagement and real-world projects, participants were supported not only to develop technical capability, but also to understand where they fit within the future workforce.
The qualitative impact of the programmes can be seen through five recurring themes: Confidence and aspiration Learners gained belief in their ability to succeed in technology, digital and creative careers, often after facing barriers to progression. Skills that translate into opportunity Participants developed practical, industry-relevant skills through live briefs, technical labs, projects, portfolio building and employer-led learning.
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TECHFIRST & MEGA HUBS PROGRAMME
Primary Aim
To enable young people - particularly those facing disadvantage or limited access to opportunities - to develop the digital, cyber and employability skills, confidence and industry connections needed to progress into higher-value education and technology career pathways.
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PROGRAMME OVERVIEW
Delivered by IN4 Group on behalf of the Department for Digital, Culture, Media and Sport (DCMS) and regional partners, TechFirst, formerly known as CyberFirst, and MEGA Hubs create inclusive pathways into cyber security and digital careers for children and young people across the North West and West Midlands.
“Young people in every postcode deserve the opportunity to a great
start to their adult life, and we are tackling the youth unemployment crisis head on.” Lisa Nandy Secretary of State for Digital, Culture, Media and Sport
TechFirst introduces young people to cyber security through immersive learning experiences, school engagement, industry-led activities and TechFirst Days that inspire future careers in technology. MEGA Hubs build on this foundation by creating long-term, place-based technology ecosystems within schools and colleges. The programme combines an industry-informed curriculum with mentoring, scholarships, bursaries, practical industry experiences and access to employers, helping
young people develop the skills and networks needed to succeed in the digital economy. A key feature of the programme is its commitment to widening participation, with targeted support for young people who may experience barriers to achievement due to disadvantage, neurodiversity or limited social capital. The MEGA Scholarship Programme further removes financial barriers by providing direct bursary support to learners progressing through the programme.
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214 DELIVERED SESSIONS
12,567 STAKEHOLDERS
OUTPUTS, OUTCOMES AND IMPACT
“AI is already transforming the world of work, from time-saving tools that cut out admin through to high-end tech that’s boosting vital fields like medical research. “This is a huge opportunity that will directly benefit young people across the country. This new scheme is about giving them the skills they need to thrive in the AI workplace, and build careers in some of our most exciting industries.” Kaniskha Narayan AI Minister
11 FUNDERS AND
Over a reporting period, TechFirst and MEGA Hubs has delivered significant educational, social and economic impact across two regions, creating one of IN4 Group’s largest and most inclusive programmes.
The programme engaged 12,567 stakeholders, worked with 581 schools and colleges, and enabled 11,821 children and young people to participate in cyber, digital and technology activities through 214 delivered sessions. The programme was supported by 11 funders and strategic partners, including the Department for Digital, Culture, Media and Sport, local authorities across Greater Manchester and Lancashire, Blackpool Council, Blackburn with Darwen Council, and a wider network of education and delivery partners.
581 SCHOOLS AND COLLEGES
STRATEGIC PARTNERS
11,821 CHILDREN AND YOUNG PEOPLE
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CREATING INCLUSIVE PATHWAYS INTO TECHNOLOGY
“Digital skills are no longer optional. They’re needed in almost every role in every sector, whether that’s health, construction or creative industries. Through our MEGA Hubs partnership, young people can see how digital skills lead to real opportunities.” Nicola McLeod Director of Education, Work and Skills at GMCA
TechFirst & MEGA Hubs has successfully widened access to digital careers by engaging groups traditionally underrepresented within cyber security and technology.
55% of participating children and young people were female
35% were eligible for Pupil Premium, demonstrating strong engagement with disadvantaged learners
150 scholarships and bursaries were awarded through the IN4 Scholarship Programme, providing...
£150k of direct financial support
to remove barriers to participation and progression
These outcomes demonstrate the programme’s contribution to improving social mobility and creating more diverse talent pipelines into the technology sector.
The programme’s employer-led model connects education directly with industry, giving young people meaningful exposure to careers and professional networks.
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SOCIAL VALUE
TechFirst & MEGA Hubs demonstrate how long-term investment in education, industry collaboration and inclusive opportunity can create lasting social and economic impact. By connecting schools, employers, communities and young people, the programme is helping build a more diverse and future-ready technology workforce while delivering measurable value for funders, partners and local communities.
“This has shown me the different career pathways ahead, especially in AI, and how those skills can open real job opportunities.”
“I enjoyed using the technology and working with other people from different schools.”
£4,969,071 SOCIAL VALUE GENERATED
“It was great to explore the latest
technologies and get hands-on experience with them.”
£6.58 SOCIAL RETURN ON INVESTMENT for every £1 invested
“I learnt there are lots of jobs and many opportunities in technology.”
“I enjoyed meeting new people and learning how the robots work.”
“The activities were varied and super interactive.”
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