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The need for more diversity within the UK venture capital industry

The need for more diversity within the UK venture capital industry

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The need for more diversity within the UK venture capital industry

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International Women’s Day shines a light on the amazing work of women across multiple industries. However, it also serves as an important reminder that a lack of diversity remains an ongoing issue, especially within the venture capital industry.

Ahead of International Women’s Day tomorrow (8th March), Judith Hartley, CEO of British Patient Capital, explains why we need more diversity within the UK venture capital industry.

Currently, only 13.3% of VC firms and business angel groups have women in investment decision-making roles, despite growing evidence that diverse teams are more innovative and generate higher revenues. The findings of last week’s Rose Review Progress Report are encouraging but remind us that funding remains the number one barrier facing female entrepreneurs at every stage of their business journey. Total VC investment levels in female founders remain at under 5%, according to British Business Bank analysis of Beauhurst data.

There is huge latent economic potential to be uncovered by increasing investment in female entrepreneurs. When first published in 2019, the Alison Rose Review of Female Entrepreneurship estimated that up to £250bn of new value could be added to the UK economy if women started and scaled new businesses at the same rate as men. Furthermore, Morgan Stanley has estimated that venture capital funds that fail to invest in women and other under-represented groups risk losing out on as much as $4.4tn.

British Patient Capital is the largest domestic investor in UK venture and venture growth capital and we want to help improve diversity within our sector. Within our own business, we work hard to ensure we have a good diversity at all levels: three out of four of our Board members are female and our wider team includes individuals from a diverse range of backgrounds. We have also adopted the Institutional Limited Partners Association (ILPA) diversity template as part of our standard due diligence process, which enables us to assess investment opportunities on their diversity characteristics and capture data on a range of diversity-related areas, including gender and ethnicity, with a view to driving greater diversity within our investments.

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When global labour market data is released, headlines tend to fixate on a single metric: unemployment. This year is no different. According to the latest figures from the United Nations and the International Labour Organisation, global unemployment remains relatively stable at just under five per cent. At face value, this suggests a labour market that is holding firm despite economic uncertainty, geopolitical instability and technological upheaval. In reality, it masks a serious and underreported problem: the true global jobs crisis is not a lack of work, but the growing scale of informal work. More than 2.1 billion people worldwide are employed in the informal economy, including misclassified workers operating outside effective regulatory coverage, where employment is typically unregistered, contracts are absent or unenforced, and access to labour rights and social protections is limited or non-existent. That represents a large portion of the global workforce. If unemployment reveals how many people cannot find work, informality shows how many are working without protection or long-term opportunity. Informal work is often associated with developing economies or unregulated sectors. However, this form of work is increasingly occurring within developed economies and regulated sectors, hidden within otherwise legitimate, fast-growing small and medium-sized enterprises – and this is often unintentional. For both businesses operating solely in domestic markets and those that have expanded abroad, adopting new workforce models and attempting to respond to rapid technological change, the crisis of informality is emerging in three key areas. The first is worker misclassification. Individuals are engaged as independent contractors but operate in practice like employees – working fulltime, at set hours, for years at a time. This is particularly prevalent in gig and platform-based roles, where algorithms determine pay, hours and performance without considering employment rights. Gig and platform work often presents as flexible and empowering, however, in practice, many platforms exercise employer-like control over payment, performance management, hours, and length of engagement, while explicitly avoiding employer obligations such as tax filings and the provision of statutory benefits like annual leave and healthcare. The result is a growing cohort of workers who fall between legal categories, carrying the risks of self-employment without the autonomy or protections that should accompany this mode of work. The second area is cross-border remote work, where informality can inadvertently arise. With post-COVID remote working models here to stay, companies are directly hiring overseas talent, assuming that because the worker is not based in the company’s home country, local employment laws do not apply. Where employment is not properly registered (whether by the employer and/or employee), local labour law is not applied, or social security obligations are misunderstood or ignored, these arrangements can slip into a form of modern informality, even where the relationship appears to be formal on the surface. This is often the point at which organisations begin to seek external guidance. In many cases, neither party fully understands the legal implications of the arrangement, which leaves both employer and worker exposed. We frequently see organisations approach us when a specific issue surfaces, such as payroll inconsistencies, questions around benefits entitlement, or concerns raised by the workers themselves, including registration process failures. Business leaders should also be aware that permanent establishment risk can arise if a remote employee is deemed to represent the company locally, which can trigger corporate tax obligations. Social security errors can happen when contributions are not made correctly in either jurisdiction, leaving workers without coverage and employers facing backdated liabilities. Meanwhile, employment law conflicts can emerge when contracts fail to meet the requirements of the host country regarding notice periods, benefits or termination rights. The third driver of informality is structural. These arrangements are becoming more common as artificial intelligence and evolving workforce models outpace regulation. Businesses are innovating at speed, but legal frameworks are struggling to keep pace. The UK’s Employment Rights Act offers a clear case study of the direction of travel. Worker protections are expanding, classification rules are tightening and enforcement is becoming more coordinated across agencies. Informal arrangements that once sat in legal grey areas are moving firmly into view and what was previously tolerated is falling under scrutiny. The challenge is that informality is rarely a deliberate choice. For many growing organisations, it becomes the default because compliant pathways are complicated and difficult to navigate alone, particularly across multiple jurisdictions. Legal advice, payroll, tax, HR, and immigration compliance are often siloed, leaving gaps that businesses may not even realise exist until a problem arises. For instance, digital nomad visas are often viewed as providing holders with wholly compliant right to work status, however employers may not realise that this is not always the case and contracts may not reflect the correct legal status or entitlements. Addressing informality requires a change in how we think about employment at a global level and recognising that flexibility and compliance are not mutually exclusive. Businesses need models that allow them to access global talent quickly while ensuring workers are properly employed and protected under local law. As attention remains fixed on unemployment figures, informality continues to expand beneath the surface. It is this hidden cohort of workers, contributing economically without security or rights, that represents the real crisis in the global labour market. Solving it will require coordinated action from policymakers and businesses alike, and a commitment to building workforce models that are not only innovative, but sustainable and fair.

Within our portfolio of fund managers, we work with some incredible women who are in leading positions in their fields. These include Kate Bingham, Managing Partner at SV Health Investors and chair of the UK Government’s COVID-19 Vaccine Taskforce in 2020; Irina Haivas, Partner at Atomico, who led their investment in Healx, a company that uses AI to find cures for rare diseases; and Kerry Baldwin, Managing Partner of IQ Capital and BVCA Chair for 2021/22. We engage with our fund managers, to help them improve their approach to diversity and inclusion within their own teams and also in the companies they back. As the leading investor in UK venture and venture growth, we firmly believe we have a role to play in demonstrating best practice and driving change in this area.

We welcome the extra measures proposed by the Rose Review Board to boost support for female entrepreneurs and help close the gender gap within the investment community, including the Investing in Women Code and the Women Backing Women campaign. These initiatives are incredibly important, yet more can still be done. We all have a role to play in closing the gender and diversity gap in VC, not only because it is a social good in itself but also because it is good for business, leading to better performance and better returns.

IWD 2022

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This article is part 2 of 27 in the series IWD 2022

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