Innovation Accelerators

Turn your biggest challenge into solutions that work in the real world.

Finding promising innovation is only the beginning. The real challenge is identifying the right solutions, proving they work and creating a route to adoption.

We design and deliver accelerator programmes that help infrastructure owners, operators, places and government organisations solve strategic challenges, reduce the risk of innovation and accelerate adoption.

From defining the challenge and scouting the market to real-world trials, commercialisation and impact measurement, we bring together the expertise, networks and delivery capability needed to move innovation to proven impact.

I manage transport or built environmentI'm an innovator

Innovation that delivers measurable results

We combine challenge discovery, innovation scouting, rigorous selection, real-world testing, tailored business support and impact measurement in a single end-to-end service.

• £50m£50m

  Cost savings enabled

  Through accelerator-supported innovation on HS2.

• £18m£18m

  Savings potential identified

  From a National Highways innovation trial.

• 150+150+

  Real-world trials delivered

  Helping organisations test before they invest.

• 85+85+

  Industry partners engaged

  Bringing challenge owners and innovators together around real-world problems.

Infrastructure owners, operators & places Innovative businesses

Infrastructure owners, operators & places

For infrastructure owners, operators and places

Solve strategic challenges faster

Whether you’re looking to improve productivity, reduce costs, accelerate decarbonisation, improve safety or enhance services, we help turn your priorities into innovation programmes with measurable outcomes.

Speak to us about your challenge

• Access solutions beyond your existing supply chain

  Our extensive innovator networks and specialist scouting capability give you access to emerging technologies and innovative businesses with solutions capable of addressing your challenge.

• De-risk innovation before procurement

  Structured pilots, trials and demonstrations allow you to evaluate solutions in real-world environments and build the evidence needed for procurement, investment and adoption decisions.

• Reduce the burden on your organisation

  We can manage the accelerator journey end-to-end, from challenge definition and market engagement through selection, trials, business support and impact evaluation.

• Create a route from trial to adoption

  We work with innovators and challenge owners to address commercial, procurement and implementation barriers and create clearer pathways towards adoption and scale.

Innovative businesses

For innovative businesses

Get your solution in front of real customers

Work directly with infrastructure owners, operators, local authorities, government organisations and industry partners seeking solutions to real challenges.

Explore current opportunities

• Prove your technology in the real world

  Test and demonstrate your solution in operational environments, building evidence and credibility that can support future customer conversations.

• Build commercial readiness

  Receive tailored support around commercialisation, procurement readiness, investment and growth, focused on the barriers preventing your solution from reaching the market.

• Turn trials into commercial opportunities

  Our programmes are designed to create routes beyond the accelerator, helping businesses build relationships, partnerships, investment opportunities and potential routes to contract.

Innovation doesn’t happen in isolation. It takes the right challenge, the right solution and the right people around the table.

Connected Places Catapult brings them together, combining expertise, networks and delivery capability to move innovation from testing to real-world adoption and scale.

Challenge owners

• Government & places
• Infrastructure owners

Connected Places Catapult

Expertise · Networks · Delivery

Innovators

• SMEs & technology
• Investors & partners

From challenge to adoption

1. Define the challenge
2. Find the right innovators
3. Select the strongest solutions
4. Test in the real world
5. Build the route to adoption
6. Measure the impact

Success stories

Start your own journey

• 

  Birmingham accelerator leads software firm to contract win

  Novoville secured contracts with Birmingham City Council and WMCA after Accelerator programme participation.

  Read the story: Birmingham accelerator leads software firm to contract win
• 

  Article

  Bus software contract awarded to scaling Catapult-backed company

  Alchera Technologies secured a local authority contract following participation in the Rural Accelerator programme.

  Read the story: Bus software contract awarded to scaling Catapult-backed company
• 

  Article

  Multi-year contract for firm behind new airport digital assistant

  Hello Lamp Post expanded adoption through contracts with multiple UK airports.

  Read the story: Multi-year contract for firm behind new airport digital assistant

Featured Innovation Accelerators

From infrastructure productivity and sustainable construction to freight, rail and aviation, we’ve designed and delivered accelerator programmes that turn industry challenges into real-world innovation and measurable outcomes.

• HS2 Accelerator

  Driving productivity and cost savings

  Connecting HS2 with technologies capable of improving construction productivity, reducing cost and transforming infrastructure delivery.

  Read more about HS2 Accelerator

  £30m

  cost savings enabled

• Freight Innovation Fund

  Accelerating cleaner, more efficient freight

  Supporting freight innovators to develop and test solutions addressing decarbonisation, efficiency and logistics challenges.

  Read more about Freight Innovation Fund

• Station Innovation Zone

  Improving passenger and station performance

  Testing innovative solutions in live rail environments and building evidence for wider adoption.

  Read more about Station Innovation Zone

• Connected Airport Living Labs

  Transforming the airport experience

  Testing new technologies in live airport environments to improve operations, passenger experience and accelerate adoption.

  Read more about Connected Airport Living Labs

• Clean Futures

  Driving clean growth in the West Midlands

  Accelerating clean transport technologies while creating jobs, attracting investment and strengthening regional supply chains.

  Read more about Clean Futures

For infrastructure owners, operators & places

Do you have a strategic challenge?

Work with us to design an accelerator that finds, tests and scales the right solutions.

Talk to us about your challenge

For SMEs & innovators

Do you have a solution to test?

Find open calls and get your technology in front of real customers.

Explore current opportunities

Foreword 

Message from the Chief Executive Officer 

Connected Places Catapult (CPC) believes that the best innovation comes from a breadth of perspectives, experiences and ideas. Our ability to support businesses, public sector organisations and innovators across the UK depends on creating an equitable environment in which everyone can contribute and thrive. 

Our Equality, Diversity and Inclusion Strategy 2026-2028 establishes a clear ambition to build an equitable and empowering culture, fuel innovation through diverse perspectives, and embed inclusion in how we work. This Gender Equality Plan translates that ambition into a focused programme of action to address structural barriers, improve representation, strengthen progression opportunities and create a workplace where everyone can succeed regardless of gender. 

Our evidence shows that women are underrepresented in senior and higher-paid roles. This contributes to our gender pay gap and reinforces the need for sustained action on recruitment, progression, leadership development, pay and reward, and workplace culture. 

The Gender Equality Plan demonstrates our commitment to transparent, evidence-led decision-making, leadership accountability and dedicated resources. Meaningful progress requires collective ownership across the organisation, supported by clear measures and public reporting. 

I am pleased to endorse the Gender Equality Plan and CPC’s commitment to delivering the actions it contains. 

Erika Lewis 

Chief Executive Officer 
Connected Places Catapult 

Introduction 

In 2022, the European Commission introduced Gender Equality Plans as an eligibility requirement for public bodies, research organisations and higher education institutions participating in Horizon Europe programmes. This Gender Equality Plan has been developed to meet those expectations while supporting Connected Places Catapult’s wider Equality, Diversity and Inclusion Strategy 2026-2028. 

The Plan establishes a framework for advancing gender equality across our workforce, leadership, organisational culture and innovation ecosystem between 2026 and 2029. It consolidates evidence from the CPC EDI Strategy 2026-2028; Gender Pay Gap Analysis 2025 and EDI Targets Framework into a coordinated programme of action. 

The Plan supports CPC’s ambition to: 

• increase representation of women in leadership, senior and technical roles; 

• target relevant structural drivers of the gender pay gap; 

• improve equitable access to recruitment, progression and development opportunities; 

• create an inclusive culture characterised by belonging, psychological safety and fairness; 

• embed gender considerations into innovation, research and project delivery; and 

• strengthen accountability through monitoring, governance and transparent reporting. 

Our commitment 

Connected Places Catapult is committed to advancing gender equality as an organisational priority and as a key component of inclusive innovation. Gender should not determine access to opportunity, progression, reward, participation or influence. 

To achieve this, CPC aims to: 

• increase representation of women in leadership, senior and technical roles; 

• target and address the structural drivers of the gender pay gap; 

• remove barriers affecting recruitment, retention, progression and reward; 

• create an inclusive culture, characterised by psychological safety, belonging and fairness; 

• embed gender equality into organisational strategy, business planning and leadership accountability; 

• apply an intersectional approach that recognises the interaction between gender and other aspects of identity and experience; 

• embed gender considerations into innovation, research and project delivery; and 

• publish progress and review actions annually. 

How Connected Places Catapult meets the mandatory Gender Equality Plan requirements 

A formal and public published document 

This Gender Equality Plan has been approved by CPC’s Senior Leadership Team and Senior Management Team, published in an accessible format on the organisation’s website. CPC will publish or formally report annual progress to support transparency and accountability. 

Dedicated resources and expertise 

Implementation is supported through Senior Leadership Team accountability; coordination by the Head of Equality, Diversity and Inclusion (EDI); oversight and challenge from the EDI Steering Group; delivery by HR, Talent Acquisition and Talent Management, Business Units and project teams; and communications support for accessible publication. 

Data collection and monitoring 

CPC collects and analyses gender-disaggregated workforce, pay, recruitment, progression, retention, culture and where available innovation data also . Monitoring will include quarterly oversight, annual reporting and confidentiality controls, including aggregation or suppression where small sample sizes could identify individuals. 

Training and awareness 

CPC will provide inclusive leadership, inclusive recruitment, gender equality and gender-bias learning for relevant leaders, managers, panel members and decision-makers. Evaluation will consider the application of learning as well as completion. 

Evidence base 

Workforce profile and gender pay evidence 

Indicator	2025 baseline	What the evidence indicates
Workforce used for pay analysis	287 employees: 135 women and 152 men	Maintain reliable gender-disaggregated workforce monitoring.
Women as a proportion of the analysed workforce	47.0%	Overall representation is more balanced than representation at senior levels.
Mean hourly gender pay gap	10.64%	Continue annual analysis and address structural representation.
Median hourly gender pay gap	13.73%	Monitor progression into higher-paid roles and the experience of the typical employee.
Women in lower pay quartile	59.72%	Women are overrepresented in the lowest-paid quartile.
Women in upper pay quartile	30.99%	Women are underrepresented in the highest-paid quartile.
Women in Band 4	30.6%	Senior-band representation requires focused action.
Women in Band 5	37.5%	Progression and pipeline measures remain priorities.
Women in Bands 4-6	35%	A five-year ambition to increase the average to 50% is subject to formal approval and annual review.

Key findings 

• CPC’s gender pay gap is driven by the representation of women and men across the banding structure rather than differences in pay within bands. Women remain underrepresented in higher-paid bands and overrepresented in lower-paid bands, which contributes to the overall gap. 

• Women are overrepresented in the lower pay quartile and underrepresented in the upper quartile, where higher-paid technical, leadership and bonus-eligible roles are concentrated. 

• Recruitment pipeline diversity, equitable access to development, progression and succession opportunities, and scrutiny of pay and reward decisions are central to CPC’s response. 

• Small-number data, including bonus information, will be interpreted carefully and reported only at a level that protects confidentiality. 

Strategic alignment 

The Gender Equality Plan is a focused delivery mechanism within CPC’s wider EDI architecture. It brings together strategic commitments, workforce evidence, targets and accountable implementation. 

EDI Strategy pillar	Contribution to gender equality
Our Culture	Inclusive policies and processes, Equality Impact Assessments, learning, colleague communities, psychological safety and action to address the gender pay gap.
Our People	Inclusive recruitment, a consistent employee experience, improved representation, development, progression and succession pathways.
Our Practice	Inclusive innovation by design, equality assessment across project lifecycles, accessible external processes, diverse engagement, data and reporting.

Our priority themes and actions 

CPC’s actions are organised under five thematic areas. Outcome ambitions are not quotas. Employment decisions will remain lawful, proportionate and merit based. Actions will be agreed through the approval process where implementation status or timing requires validation. 

Theme 1: Work-life balance and inclusive organisational culture 

CPC will create working conditions characterised by respect, belonging, psychological safety and equitable participation. 

Ref	Action	Lead / support	Timing	Measure / evidence
1.1	Review priority people policies, including flexible working, parental leave and workplace adjustments, through an EDI and gender lens.	HR / policy owners / Head of EDI	Phased	Policies assessed and actions tracked
1.2	Deliver inclusive leadership, gender equality and gender-bias learning for relevant leaders, managers and decision-makers.	Talent Management / Head of EDI	Annual	Completion, evaluation and application evidence

Theme 2: Gender balance in leadership and decision-making 

CPC will increase the representation and influence of women in senior, technical, leadership and decision-making roles. 

Ref	Action	Lead / support	Timing	Measure / evidence
2.1	Secure top-management agreement, publish the Plan and confirm executive sponsorship, resources, owners and the reporting calendar.	Board / SLT / Head of EDI	On approval	Signed plan, public link and responsibility record
2.2	Embed inclusive behaviours and at least one EDI objective within relevant senior leadership and management objective-setting.	SLT / HR / Leadership	Annual	Objectives recorded and reviewed
2.3	Track progression, development participation, acting-up, secondments and attrition by gender and other available characteristics.	Human Resources	From January 2027	Dashboard and annual trend
2.4	Introduce, mentoring or development support for mid-level technical and leadership pipelines.	HR / Talent Management / Leadership	By mid-2027	Participation and progression outcomes

Theme 3: Gender equality in recruitment and career progression 

CPC will ensure recruitment, development, progression, retention and recognition are accessible and fair. 

Ref	Action	Lead / support	Timing	Measure / evidence
3.1	Audit and standardise inclusive job descriptions, accessible application formats and proactive adjustment information.	HR / Talent Acquisition	Year 1	Percentage of campaigns meeting the standard
3.2	Complete inclusive recruitment learning for hiring managers and panel members before participation.	Human Resources / Talent Acquisition	By 2027	Completion rate
3.3	Use diverse panels where practical and introduce focused outreach for Band 4-6, senior and specialist pipelines.	Human Resources / Talent Acquisition / Business Units	Annual	Applicant, shortlist and appointment profile
3.4	Complete annual gender pay and reward analysis, including starting salary, promotion pay, allowances and bonus allocation.	Human Resources / Head of EDI	Annual	Mean and median gaps; quartile and reward analysis

Theme 4: Integration of the gender dimension into research and innovation 

CPC will integrate relevant gender considerations into research, innovation, programme and project activity. 

Ref	Action	Lead / support	Timing	Measure / evidence
4.1	Embed gender considerations into relevant project Equality Impact Assessments, inclusive innovation guidance and external data collection.	Business Units / project leads / EDI Steering Group	Phased	Relevant projects assessed and actions evidenced
4.2	Monitor engagement by women-led businesses and widen participation through targeted, accessible outreach and support where lawful data is available.	Business Units / programme leads	Annual	Participation evidence and learning

Theme 5: Measures against harassment and gender-based violence 

CPC will maintain effective prevention, reporting, response and support arrangements. 

Ref	Action	Lead / support	Timing	Measure / evidence
5.1	Review prevention, reporting, response and support arrangements relating to harassment, sexual harassment and gender-based violence.	Human Resources	Year 1 cycle	Review completed and actions tracked
5.2	Improve awareness of reporting routes, available support and expected workplace behaviours.	Human Resources / Talent Management /Leadership	Annual	Awareness and learning evidence

Outcomes and measures of success 

No.	Strategic outcome	By 2029 CPC aims to
1	Representation	Increase the representation of women in senior, technical, leadership and decision-making roles.
2	Pay equity	Reduce the structural causes of the mean and median gender pay gaps.
3	Inclusive culture	Further develop our inclusive culture by promoting working environments that enable respect, belonging, psychological safety and equitable participation for all colleagues.
4	Equitable employment practice	Ensuring recruitment, development, progression, retention and recognition are accessible and fair.
5	Inclusive innovation	Integrate relevant gender considerations into research, innovation, programme and project activity.
6	Accountability	Use clear ownership, resources, data, governance and public reporting to sustain progress.

Monitoring and reporting 

CPC will establish an indicator set at approval, including definitions, baselines, data owners and confidentiality thresholds. Indicators will be interpreted in context and small-number data will be suppressed or aggregated where necessary. 

Area	Core indicators	Frequency	Accountability
Representation	Women overall and by band; senior, technical and decision-making representation.	Quarterly / annual	HR / Head of EDI / EDI Steering Group
Recruitment	Applicants, shortlists, appointments, conversion and process compliance by gender.	Quarterly / annual	HR / Talent Acquisition / Business Units
Progression and retention	Promotions, acting-up, secondments, development, high-profile projects and attrition.	Half-yearly / annual	HR / L&D / Leadership
Pay and reward	Mean and median gaps; quartiles; starting salary; promotion pay; allowances and bonus outcomes.	Annual	HR / Head of EDI
Culture	Psychological safety, belonging, fairness, flexible working and inclusion indicators by gender where sample size permits.	Annual / pulse cycle	HR / Leadership / Head of EDI
Capability	Completion and evaluation of relevant inclusive leadership, recruitment and bias learning.	Quarterly / annual	Talent Management / Head of EDI
Policy and safety	Priority policies assessed; EIAs; prevention and response arrangements; awareness of support routes.	Annual	HR / policy and governance owners
Research and innovation	Relevant project EIAs; participation data; engagement by women-led businesses where available.	Annual	Business Units / project and programme leads

Reporting cycle 

Cycle	Purpose	Output
Quarterly	Review delivery, risks, recruitment and representation evidence where available.	EDI Steering Group dashboard and action log
Half-yearly	Review key workforce, pay and culture indicators where appropriate and supported by data.	Progress assessment and corrective actions
Annually	Assess outcomes, report progress publicly or formally, and refresh priorities and targets.	Annual GEP progress report
End of plan	Evaluate effectiveness and prepare the successor plan.	Impact evaluation and next GEP

Governance and accountability 

Strategic accountability rests with the Senior Leadership Team. The Head of Equality, Diversity and Inclusion coordinates implementation and reporting. The EDI Steering Group provides oversight and constructive challenge. Relevant functions and Business Units own delivery and evidence, with material risks escalated through agreed governance routes. 

Resource / role	Contribution
Chief Executive Officer and SLT	Approve and sign the Plan, confirm resources, review annual progress and hold owners to account.
Head of EDI	Coordinate delivery, maintain the action plan, advise owners, collate evidence, report progress and propose revisions.
EDI Steering Group	Provide strategic oversight, constructive challenge and quarterly review. Provides a formal channel for colleague community input.
HR, Recruitment, Reward, L&D and people-data leads	Deliver and evidence workforce, reward, policy, learning and employee-experience actions.
Business Unit and functional leaders	Own implementation in their areas and address identified barriers or underrepresentation.
Cross-Project Inclusion Group and project leads	Support integration of gender and wider inclusion considerations into relevant projects and innovation practice.
Communications	Support accessible publication and internal and external communication.
All colleagues	Engage with learning, uphold expected behaviours, provide feedback and support an inclusive culture.

Public transparency 

CPC is committed to public transparency and accountability in advancing gender equality. Following approval and signature by senior management, CPC will publish this Plan in an accessible format on its public website. 

• publish the approved Gender Equality Plan and retain clear document control; 

• continue annual statutory Gender Pay Gap reporting; 

• publish or formally report progress against actions and agreed indicators each year; 

• explain material changes to actions, measures, ownership or timing; 

• protect confidentiality through aggregation and small-number suppression; and 

• use evidence, insight into colleagues and stakeholder learning to update implementation priorities. 

Conclusion 

Gender equality is essential to achieving CPC’s ambition of becoming an equitable, inclusive, and innovative organisation. Through this Plan, CPC commits to measurable action, stronger accountability, improved representation and inclusive practice across its workforce and innovation ecosystem between 2026 and 2029. The Plan supports a workplace where colleagues of all genders can contribute, progress and thrive. 

Annex A: Three-year implementation roadmap 

Year 1: 2026-27 | Foundation	Year 2: 2027-28 | Embed	Year 3: 2028-29 | Demonstrate
Approve, sign, and publish the GEP.	Review Year 1 progress and rebaseline actions.	Evaluate delivery, outcomes and impact.
Confirm resources, owners, data definitions and confidentiality thresholds.	Embed progression and attrition dashboards.	Assess representation trends in Bands 4-6, senior and technical roles.
Audit inclusive and accessible recruitment practice.	Deliver mentoring or development interventions.	Review progress in reducing structural drivers of the pay gap.
Deliver priority leadership and recruitment learning.	Strengthen policy review, EIAs and culture measures.	Consolidate gender considerations in relevant innovation practice.
Establish quarterly and annual reporting.	Expand inclusive innovation data and action.	Publish end-of-plan evaluation and prepare the successor GEP.

Annex B: Principal risks and mitigations 

Risk	Mitigation
Targets are interpreted as quotas or conflict with merit-based decisions.	Use lawful, evidence-led ambitions and a comply-and-explain approach; obtain HR and legal review before implementation.
Data are incomplete, inconsistent or too small for reliable interpretation.	Agree definitions, improve collection, document limitations and apply confidentiality thresholds.
Actions lack consistent ownership or sufficient resource.	Assign named owners, confirm resources, review quarterly and escalate delivery risks.
Training activity does not translate into behaviour or outcomes.	Evaluate application and outcomes, not only attendance, and reinforce expectations through objectives and management practice.
Existing dates have passed or implementation status is unclear.	Complete an approval-stage status review and rebaseline transparently without weakening ambition.
The GEP becomes a compliance document rather than a change tool.	Maintain colleague engagement, leadership visibility, action-based governance and outcome reporting.

Annex C: Source documents 

• Connected Places Catapult Equality, Diversity and Inclusion Strategy 2026-2028 

• Connected Places Catapult Gender Pay Gap Analysis 2025 

• Connected Places Catapult EDI Targets Framework 

• CPC workforce, recruitment, progression, pay, culture and innovation monitoring data, subject to agreed definitions and confidentiality thresholds 

Annex D: Gender Equality Plan compliance mapping 

Requirement	CPC evidence and commitment
Formal public document	Approval by senior management, senior signatory, accessible publication and annual progress reporting.
Dedicated resources	Head of EDI coordination, SLT accountability, EDI Steering Group oversight and delivery by named functions and Business Units.
Data collection and monitoring	Gender-disaggregated workforce, pay, recruitment, progression, retention, culture and innovation indicators, with confidentiality controls.
Training and awareness	Inclusive leadership, inclusive recruitment, gender equality and gender-bias learning for relevant decision-makers.
Thematic action	Actions across work-life balance and culture; leadership and decision-making; recruitment and career progression; research and innovation; and prevention of harassment and gender-based violence.

Welcome to the aviation dashboard. You can view the dashboard in full screen by clicking on the button in the bottom right.

1. Introduction

1.1 Purpose
This procedure sets out how Connected Places Catapult (CPC) receives, manages and resolves complaints relating to the handling of personal data.
It supports CPC’s Data Protection Policy and ensures that complaints are:

• handled consistently, fairly and transparently
• investigated in a proportionate and timely manner
• resolved in line with UK GDPR and Data Protection Act 2018 requirements
• used to inform continuous improvement in CPC’s data protection practices

1.2 Definitions

Data Protection  Complaint	A concern raised by an individual regarding how their personal data has been handled.
Data Subject	An identified or identifiable individual whose personal data is processed.

1.3 Scope

This procedure applies to all data protection complaints received by CPC, including those raised by:

• employees
• customers and partners
• suppliers
• members of the public
• any individual whose personal data CPC processes

A data protection complaint is any expression of dissatisfaction relating to CPC’s handling of personal data.

This includes concerns about:

• collection or use of personal data
• data subject rights handling (e.g. DSARs)
• data accuracy
• data sharing or disclosure
• data retention
• data security or incidents
• fairness or transparency of processing

2. Procedure

2.1 How to make a complaint

Individuals may raise a complaint via any of the following channels:

• Email: dataprotection@cp.catapult.org.uk
• Website: Connected Places Catapult – The UK’s innovation accelerator for cities, transport & place leadership.
• Post: Data Protection, Connected Places Catapult, Unity Place, 200 Grafton Gate, Milton Keynes,1UP

Complaints may also be received through any CPC staff member. All staff must escalate such complaints promptly in line with this procedure.

Individuals are not required to use formal language or cite legal provisions.

Reasonable adjustments will be made where required to support accessibility.

2.2 Acknowledgement

CPC will acknowledge receipt of the complaint within 10 working days.

The acknowledgement will:

• confirm that the matter is being treated as a data protection complaint
• provide a reference number
• outline next steps and indicative timelines
• request further information where required

2.3 Assessment and Investigation

Responsibility for handling complaints sits with the Risk & Compliance / Privacy function, supported by Legal where necessary.

Investigations will be proportionate and risk-based, and may include:

• review of correspondence and internal records
• review of relevant systems and access logs
• engagement with relevant business units
• consultation with IT and Information Security
• engagement with third-party processors where applicable

CPC will assess:

• compliance with data protection legislation
• whether policies and procedures have been followed
• root causes and contributing factors

2.4 Timeframes

CPC will provide a response without undue delay, and typically within:

• 1 calendar month of receipt

Where a complaint is complex or requires external input:

• timescales may be extended where necessary
• the individual will be informed of the reason and kept updated

2.5 Outcome and Response

CPC will provide a written response setting out:

• the scope of the complaint
• findings and decision
• any actions taken or planned
• rationale where the complaint is not upheld
• available escalation routes

2.6 Remedies and Corrective Actions

Where appropriate, CPC may take actions such as:

• correcting inaccurate data
• deleting or restricting processing of personal data
• providing further information or clarification
• enhancing technical or organisational controls
• providing additional staff guidance or training
• updating policies or procedures

Corrective actions will be proportionate to risk and impact.

2.7 Escalation – Internal Review

If the complainant remains dissatisfied, they may request an internal review within 20 working days of the response.

The review will:

• be conducted by an individual not previously involved (where practicable)
• reassess the handling and outcome of the complaint
• provide a final internal response without undue delay

2.8 Escalation – Information Commissioner’s Office

Individuals have the right to raise concerns with the Information Commissioner’s Office (ICO) if they are dissatisfied with CPC’s response.

Details are available via:
https://ico.org.uk/make-a-complaint/   

2.9 Non-Retaliation

CPC will not treat any individual unfairly or adversely for raising a data protection complaint.

2.10 Record Keeping and Assurance

CPC will maintain records of all data protection complaints to:

• demonstrate compliance with legal obligations
• support audit and assurance activity
• identify trends and systemic risks
• inform continuous improvement

Insights from complaints may be reported to CPC’s:

• Senior Leadership Team (SLT)
• Audit & Risk Committee (ARC), where appropriate