Chatting social value with People and Culture Manager Alisha Filippi

What does the word sustainability mean to you? If it’s conjuring images of cleaner oceans, green energy and electric vehicles, you wouldn’t be wrong, but sustainability is also about the people within the system. And people matter here at Transform, which is why social value is huge for us. We spoke to our People and Culture Manager, Alisha Filippi about the initiatives we support both internally and externally.

Can you give us an overview of what Transform does in terms of social value, inclusion and wellbeing?

Over the years, Transform has created strong foundations that encourage positive efforts in these areas. Our iNetworks, for example, allow us to dedicate time to different, important sectors of diversity and inclusion, from ethnicity to religion, gender and sexuality. I love that people from within the business lead the initiatives and contribute to ideas and events. It's such a team effort, and that makes a big difference. We're lucky to have great people who want to create a more positive and inclusive environment for their colleagues.

In terms of charity work, we have redirected it to be more local, thereby providing a bigger impact. This aligns with our social value strategy and means we're actively involved in making our community a better place. Currently we're supporting foodbanks in Manchester and London and we have monthly volunteering slots. Everyone who has been for a shift has loved it and it feels great to support the amazing work these charities are doing. We also offer specialised pro-bono work to NAPAC (National Association for People Abused in Childhood), something we're also incredibly proud of. This diversity allows us to offer a range of volunteering opportunities to engage more people at Transform with different preferences and skillsets.

Overall, having teams such as the Inclusion Council and the Wellbeing Team means we're giving various initiatives the appropriate space within Transform. They're not secondary projects that take place ad-hoc but rather key parts of what make us who we are. It also means people know that there are places or people who can help with specific queries or help facilitate a suggestion someone may have. All efforts are widely and proudly shared which further creates a culture that prioritises the importance of these groups and the effects it has on Transformers.

What does being a People and Culture Manager mean to you?

Being a People and Culture Manager means being at the heart of an organizationby fostering a supportive, inclusive, and thriving workplace. To me, it's a role that blends empathy, strategy, and connection to create an environment where employees feel valued, engaged, and empowered to perform at their best.

At the core, it involves actively listening to employees, addressing their concerns, and advocating for their needs. It’s about creating a culture where diversity is celebrated, and every team member feels a sense of belonging and purpose.

Why is it important for businesses to have people and culture managers?

HR is becoming more of a strategic role and can benefit businesses in such diverse ways. Hiring people who are actively invested in enhancing and maintaining your culture and your people’s wellbeing is essential for an organisation adapting to modern business challenges and looking to drive sustainable growth. In our global market, people-centered initiatives are a competitive advantage and empirically reliable for organisational success. People are the heart of a workplace, that’s why our HR team is called the People team. They are essential in ensuring long-term health for everyone in Transform, as well as creating positive work environments employees can enjoy–it's how we know we’re doing a good job!

What advice would you give organisations looking to start their social value journey in terms of the very first, little steps they can take?

There’s some great advice out there about how to start your social value journey but looking back, there are a few things that helped the ongoing journey.

• I think it's helpful to look at what you’re already doing. Sometimes the thought of starting can be daunting, but if you have good foundations in place, you likely already have some social value work in place. Make a list of the social value initiatives and activities already in place so you know where you’re actually starting from.
• Then I would say it’s about defining your mission and plan. What are you trying to achieve? What does social value mean to your organisation? And how can you integrate this into your business strategy? Once you have some clarity on what your objectives are, it’s easier to get things moving.
• If I had to pick one last thing to shout out, it would be to start small and local. There are so many benefits to helping your community and it’s more engaging for your people. Our partnership with Soup Kitchen London and Manchester Foodbank has allowed us to organise volunteering days and fundraising initiatives and witness the impact of these up close and personal! The help goes a long way, and we're lucky to have such great charities doing incredible work.

Is there anything you’d love to implement in Transform that doesn’t exist yet?

There are many things - and that’s the way it should be! We have a commitment to constant improvement, and that’s a key differentiator in an organisation. Timing is such an important factor when integrating new initiatives and connecting them to wider strategic objectives is key to their success. We also like to get people involved in these conversations and tackle objectives from a team perspective to make sure we’re not applying a ‘one-size-fits-all’ approach but truly listening to individual needs.

Why is it important that social value starts at the top?

Senior buy-in is a game changer with any people initiative. Leadership sets the tone and direction for the entire organisation. When executives and senior managers prioritise social value, it signals to all employees that these initiatives are integral to the company’s mission and success. This top-down commitment fosters a culture of accountability and engagement, ensuring social value is embedded in every aspect of the business.

We want social value to become a core organisational priority, driving sustainable impact and long-term success.

For projects that have people at the forefront, get in touch at transformation@transformuk.com and let us solve your knotty problems and if you’d like to know more about how social value should factor into your Sustainability Blueprint, download the report here.

We’re also hosting an Academy on Designing Sustainable Services on 12th September in our London office. To read the full rundown of the day and register your place, click here.