Welcome to the July edition of the Foundation newsletter.

As I prepare to step down as Interim CEO at the end of this month, it feels like an appropriate moment to reflect on what has been a hugely important period for the City & Guilds Foundation.

In January I announced that I had three clear priorities during this Interim period. The first was to recruit a permanent Chief Executive and Chair to lead the Foundation into its next chapter. I am delighted that both of those appointments have now been made. Jessica Leigh Jones is already providing strong leadership as Chair, and I know Ben Blackledge will bring tremendous energy and expertise when he joins as Chief Executive in October. 

The second priority was to develop guide rails for the Foundation's future strategy and focus, which Jessica and Ben can then pick up and adapt as they see fit. Working closely with the Board and the team, we have established an interesting, evidence-based proposition that builds on the Foundation's unique strengths, while providing clarity about where we can have the greatest impact through skills, social investment and recognition.

Finally, I was asked to oversee the Foundation's response to the Charity Commission's inquiry into the sale of the City & Guilds awarding, assessment and training businesses. While that process remains ongoing, I am grateful to everyone who has supported this important work and look forward to its conclusion in due course. And as you know, we have also initiated a KC led inquiry, working with members, to explore the context of the decision to sell.

Most importantly, it has been a genuine privilege to work alongside such a passionate and committed team. Every day I have seen first-hand their determination to use skills as a force for social change, whether through supporting people facing barriers into work, recognising outstanding employers or investing in innovative programmes that transform lives.

The Foundation has a bright future ahead, and I leave knowing it is in excellent hands. I look forward to watching it go from strength to strength under Ben's leadership and wish him, the Board and the team, every success for the future.

Thank you, as always, for your continued support. 

Mike Adamson CBE | Interim Chief Executive

Help shape the future of the City & Guilds Foundation

We are currently recruiting new Trustees to help shape the next chapter of the City and Guilds of London Institute (CGLI), known as the City & Guilds Foundation.

Led by Chair Jessica Leigh Jones MBE FCGI, the Foundation is strengthening its governance, developing a new strategy and refreshing how it engages with its wider community. We're looking for Trustees who bring more than good intentions – people who ask thoughtful questions, bring professional or lived expertise, challenge our thinking and are willing to support and stretch the executive team as we continue our mission of helping people build the skills they need to thrive and closing the gap between talent and opportunity.

If you're passionate about the role skills can play in creating social change and national renewal, we'd love to hear from you.

Applications close at 11.59pm on Sunday 2 August 2026.

Maintaining excellence: New Ambassadors strengthen the Princess Royal Training Awards

The Princess Royal Training Awards have entered their eleventh year with another strong response from employers committed to developing their people, and a rigorous assessment process remains central to maintaining the Awards' reputation.

This year, the City & Guilds Foundation welcomed a new cohort of Ambassadors, including previous Award recipients, Council members and Membership Award winners, to support Assessors during Application Review Process visits. Their experience and diverse perspectives help ensure the Awards continue to recognise organisations where learning and development delivers measurable business impact.

Read how our Ambassadors are helping maintain the integrity of the Awards while gaining valuable insight into some of the UK's most innovative workplace learning and development programmes.

Neurodiversity Index calls for employers to act before diagnosis

With waiting lists for ADHD and autism assessments at record levels, the fourth edition of the City & Guilds Foundation Neurodiversity Index argues that employers cannot afford to wait for a diagnosis before creating inclusive workplaces.

The 2026 Index highlights a significant gap between organisational confidence and employees' lived experiences. While 70-75% of employers believe they are neurodiversity ready (rising to 78-80% among senior leaders), only 32-38% of neurodivergent employees feel psychologically safe to disclose. The report advocates for organisations to move from making reactive adjustments to creating proactive, universally designed workplaces that support everyone, regardless of whether they have a formal diagnosis.

Drawing on research across sectors including education, construction, engineering, hospitality and retail, the Index positions neuroinclusion as more than an equality issue – it's a productivity strategy that helps organisations unlock talent, improve wellbeing and build more resilient workforces.

Investing in local communities through skills

The City & Guilds Foundation is delighted to announce that 25 organisations have been awarded grants through the second round of our Local Community Skills Fund, supporting community-led projects that help people develop the skills they need to access work and opportunity.

Following an overwhelming response, with 213 expressions of interest received, organisations went through a robust two-stage assessment process to identify projects with the greatest potential to create local impact. We look forward to announcing the successful organisations in the coming weeks and supporting them not only with funding, but also with measuring and evidencing the difference their programmes make for individuals, employers and communities.

Thank you to every organisation that applied. The quality and passion of the applications demonstrated the vital role community organisations play in creating skills opportunities where they are needed most.

Removing barriers: focused investments

Using the power of celebration to promote learning

Educating, supporting and inspiring change

Bringing people
together to champion skills

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