Whenever I visit a community group in my role as Chair of the Newport Place Programme Board, I ask one thing. I ask them what they need.
That may seem like an obvious question, but I’ve learned how often that question doesn’t get asked.
Too often, corporate social responsibility efforts fall into the trap of doing what’s expected -picking up litter, painting a fence – without ever asking if that’s what’s truly needed.
The key to creating real, lasting impact is listening.
Business in the Community’s Newport Place Programme aims to transform lives and enable greater social mobility by uniting communities around a single shared vision.
As part of my work with the programme I visited a youth group and asked my usual question. Their answer was that they needed a kitchen. I asked why a youth group needed a kitchen, and their answer was that it would be nice if the young people on their estate could have one hot meal a week.
One hot meal. It may be shocking that this is happening in one of the world’s richest countries, but sadly it is reality for many of our communities.
Another of the most striking lessons I’ve learned in this role is that no single company or organisation can solve complex problems like this alone. But, when you build a network of businesses, all contributing a little, you can achieve something significant.
The Newport Place Programme has allowed us to mobilise that network, asking not just what we can give, but what the community needs us to do.
When we first engaged with the Newport community, particularly in areas like Pill, it was clear that previous efforts had often missed the mark. Over the years, many consultants had been brought in to assess and plan, often prescribing solutions without really engaging with the people affected. The result was that these communities were acted upon, rather than being given the chance to act for themselves.
This time, we did something different. We listened. We gave the community the opportunity to tell us what they needed, and the insights we received were invaluable. As a network, we realised that the needs were often more fundamental than we might have expected. In many cases, it wasn’t about skills training or development; it was about meeting basic needs like warmth, shelter, and food.
For example, the senior management team at Celtic Manor Resort visited the community in Pill to ask how they could help. What they found was that many families were struggling with the basics. It’s hard to think about long-term opportunities when children aren’t getting regular meals. So, the resort stepped in, producing thousands of meals, creating events for children, and providing training for adults. It’s a clear demonstration of how businesses can make a real impact when they listen and respond to the true needs of the community.
One of the most memorable moments for me was when Linklaters, a law firm on our Place Programme Board, arranged for a group of young people from Newport to visit their offices in London. For many of these youngsters, it was their first time leaving Wales, and it opened their eyes to possibilities they hadn’t considered. You could see the impact immediately – high-fives all around when they learned how much a new graduate at Linklaters earns. These are bright young people, but without the right exposure and opportunities it’s hard for them to see what’s possible. Giving them that vision can literally change the course of their lives.
At KLA, another partner on the board, the focus has been on creating opportunities for young people in Newport to engage with careers in technology. Their efforts, like arranging visits to Techniquest in Cardiff and providing apprenticeships, have shown young people that careers in STEM are within their reach. It’s about showing them that these opportunities exist and are accessible, right here in Newport.
What businesses gain from this engagement is not just a sense of corporate responsibility, but also a deep sense of pride and fulfilment among employees. At Celtic Manor, for example, the shift in employee sentiment has been remarkable. In previous engagement surveys, staff had expressed a desire to do more for the community. Now, they are proud of what the resort is doing in Newport and are eager to do more. The satisfaction that comes from meaningful community service – knowing you’re helping to improve people’s lives – is unmatched.
It’s important to remember that creating impact requires more than just financial contributions. As I often say, we need three things: time, talent, and treasure. The treasure – the money – is important, but it’s only one part of the equation. Communities need our time, whether it’s providing advice or simply showing up to help. They need our talent, whether it’s technical expertise or mentoring. And when we bring all these elements together, we can make a real difference.
The true power of the Newport Place Programme lies in its ability to act quickly and mobilise resources when they’re needed most. We’ve seen this time and again, whether it’s providing meals, setting up Wi-Fi in temporary housing, or installing a new kitchen in that youth centre. This is the real strength of businesses joining forces in the community – we can act swiftly and effectively, not just to provide relief but to create opportunities for the future.
By listening, responding, and working together, businesses can create transformative change. It’s not about ticking a box; it’s about making a meaningful, lasting impact on the lives of the people who need it most. And that, to me, is the true measure of success.
