The Multiverse blog

Multiverse today announced a major expansion of its partnership with DXC Technology (NYSE: DXC), a leading enterprise technology and innovation partner. Through this collaboration, DXC professionals in the UK will gain access to bespoke training pathways via Multiverse’s newest offerings – the Applied Leadership Academy and the Engineering Academy – alongside the company’s established AI programmes.

With the pace of emerging technology, DXC recognised the need to equip staff with broader AI skills and a business-first mindset to help unlock new opportunities, improve project efficiency and drive high-performing teams. This collaboration is a core component of its strategy to future-proof its talent and deliver market-leading solutions in the UK.

The upskilling initiative features a suite of programmes from Multiverse designed to address both business and technical needs. Most learners are enrolling in Level 4 AI for Business Value, which trains teams to build and implement AI solutions.

Others will be taking Level 5 Transformative Leadership, a core offering of the Applied Leadership Academy, which gives employees the skills to drive impactful change. DXC is also leveraging the Engineering Academy, with staff on Level 6 Advanced Software Engineering (ASWE) learning essential advanced skills in critical areas like cloud engineering, cybersecurity, and AI. These new skills will not only enable them to launch new products faster, it will also earn them a degree upon completion.

Anne-Marie Wallace, UKI Early Careers and STEM Lead at DXC Technology said: “The integration of AI and emerging technologies is not just an IT challenge – it's a fundamental business transformation. Our partnership with Multiverse is a decisive investment in our people, ensuring our teams possess the high-value skills and leadership capabilities necessary to harness these advancements, drive innovation for our clients, and maintain our competitive edge in the global market.”

Gary Eimerman, Chief Learning Officer at Multiverse, said: “The speed of technological change demands a learning strategy that is both personalised and immediately applicable – which is exactly what DXC is implementing. Our new Academies are designed to transition skills from theory to tangible impact, and DXC’s adoption of these programmes shows a true dedication to creating a future-ready workforce.”

The comprehensive roll-out of these Multiverse programmes solidifies DXC Technology’s commitment to internal talent development and its dedication to staying ahead of the industry curve. By building a workforce proficient in both cutting-edge AI applications and transformative leadership, DXC is strategically positioned to accelerate its digital transformation agenda and deliver market-leading outcomes for its clients.

From its beginning, Atlas was built on a Socratic model to help learners think critically. But as we’ve scaled - reaching more learners than ever before - we recognised the opportunity for it to do more.

This is the next evolution of Atlas. It has moved from being a Socratic guide alone, to becoming an intelligent AI that understands a learner's intent and autonomously decides how best to help.

Following a pilot beginning in July, Atlas now successfully resolves 88.3% of all inbound support queries, like simple scheduling questions, and more than 99% of overall messages spanning both support and learning. Just one per cent of messages that begin with Atlas are escalated to a human coach. The AI coach has also hit a new high of 99% helpfulness rating from our learners.

And for the sensitive moments or thornier problems when you just need to speak to a human, Atlas seamlessly connects to your coach with a summary of the discussion. No qualms.

This is a huge milestone, not just for us, but for the entire conversation around AI in learning. Here’s a look at how we did it and why it matters.

Moving beyond the "bad chatbot"

We've all been there: trapped in an automated chat loop, spamming "speak to a person" because the bot just doesn't understand. The problem with most chatbots is that they aren't built to solve problems, they're built to deflect them.

We wanted to build the opposite. We needed an AI coach that could genuinely help, not get in the way.

That’s why this 88.3% support resolution rate is so important. Rather than being a "containment" metric that ultimately hides user frustration, it's a resolution metric, validated by a 99% helpfulness score. Our learners aren't being "contained": they are getting the answers they need, when they need them.

What does this mean for learners?

Previously, Atlas was primarily a Socratic tutor. But what if a learner didn't need a tutor? What if they just had a quick question about their schedule or where to find a resource?

Atlas can understand and act on the intent behind a question. Atlas now intelligently triages every query and decides what role to play:

• Is the learner stuck on a learning module task? Atlas becomes a Socratic Tutor, guiding them with questions to help them find the solution themselves, using the skills they’ve learnt.
• Is the learner struggling to identify a relevant opportunity for a project? Atlas steps in as a thought partner to help them overcome the "blank page", suggesting high-impact project ideas tailored to their role.
• Is the learner confused about a deadline? Atlas becomes a Support Guide, instantly providing the correct date and resources.

This ability to decide how to help is what makes it a true AI coach. For learners, it’s always available and built to solve their problems, fast.

And it’s working. In October alone, Atlas resolved over 9,400 issues, a 9x increase in the three months since its new support capabilities were piloted.

How Atlas is supercharging our human coaches

We have world-class human coaches. Atlas helps to augment what they can deliver.

We’re using AI to free up our coaches to focus on the high-impact, uniquely human work that no AI can replicate: mentorship, pastoral care, and deep, developmental coaching.

By handling 88.3% of routine support queries, Atlas is giving our coaches their most valuable resource back: time. Coaches who have been using the new Atlas have seen their total message volume fall by 32%. The percentage of their time spent on routine support has dropped from 41% to just 18%.

<block-starlight> "We’ve moved Atlas beyond just Socratic coaching; it is now the first place a learner can go for any question they might have. It understands their intent and knows when it can help them directly, and when to connect them with human expertise.

By handling the vast majority of all the support queries it receives, it gives our human coaches and our support team their most valuable resource back: time. They can now redirect their efforts from routine support to the high-impact, developmental coaching that actually transforms careers."

Cem Gurkan

Senior Product Manager</block-starlight>

What is the impact of all this?

Our learners are feeling the impact every day. With over 23,000 learners asking 1.5 million questions to date, Atlas is delivering instant, accurate, and helpful support 24/7.

But don't just take our word for it. Here's what our learners are saying:

<block-lunardark>“Using Atlas is like having an expert on call, giving straightforward answers and practical pointers. It made apprenticeship tasks feel simpler and more achievable – I used it for assessment clarifications, templates, step‑by‑step guidance and help on tasks when preparing evidence for my portfolio.”

Toni‍

Data learner from a global education nonprofit</block-lunardark>

This is the future of learning we are building at Multiverse: a future where AI and human experts work together to deliver a more personal, supportive, and effective experience than ever before. This new, smarter Atlas is a massive step forward.

While installing a new tool is easy, achieving true AI transformation is hard.

At Multiverse, we have committed to making this change a full team effort. As a result, we increased our revenue per employee by 37% last year. Here’s how we approached it:

1. Communicate a clear vision and expectations

Successfully driving AI adoption begins with clear communication about what the transformation means, and what expectations come along with it.

Vision

For us, transformation meant integrating AI into the core of how the business operates and how our employees work. Our vision for transformation is built on three pillars:

• Building the foundations: Unlocking our data safely and responsibly so everyone has access to it and knows how to use it to inform business decisions.
• Enabling our people: Upskilling and instilling an AI-first culture, giving our team the resources and support they need to feel confident using AI in their day-to-day.
• Delivering the change: Transforming each department to deliver outcomes with AI, based on their individual workflows and needs.

Expectations

We communicated expectations by:

• Establishing clear guidelines: Making AI a core part of the organisational performance framework. Our new operating principle, "AI to deliver outcomes," embeds the expectation that AI is an engine for performance at every level and is now a core part of our performance framework.
• Fostering an AI-first mindset: Employees should be encouraged to think, "Can AI do this?" when assigned a task, promoting the use of AI for increased day-to-day productivity.

2. Engage every level of the organisation

While having the full backing and role modeling from the highest leadership is crucial, true ownership must be felt across the board.

An every-level approach to engagement is vital to ensure everyone is part of the change. One effective way to achieve this is by creating different roles within the organisation, outside of the technical team, to foster widespread participation:

• Amplifiers: These are all employees who are supported and enabled to utilise AI in their day-to-day work.
• Builders: A subset of people who sit within departments, go through certification, and gain the skills to build AI solutions for their respective department responsibly.

This structure ensures both roles are recognised as important, with Amplifiers feeding into Builders and Builders supporting Amplifiers, distributing engagement across the company.

3. Support continual learning and skills development

AI adoption requires continuous learning. At Multiverse, we’ve committed to all of our employees that they’ll become the most AI-enabled version of their profession, and we provide the upskilling opportunities to get them there. Support for skills development can be integrated into an organisation in several ways:

• Tailored training: Providing customised enablement for different roles to ensure relevant learning opportunities for everyone.
• Ongoing support: Establishing a helpline for when employees get stuck. At Multiverse, our “AI Genius Bar” is available throughout the week for those seeking a bit of extra guidance.

4. Balance financial and cultural metrics for success

Measuring success must be holistic, tracking both hard metrics and qualitative ones. While impacting company financials is important, it’s also crucial to ensure employees are being taken along the journey. We break our metrics down into:

• Revenue per employee: Focuses on how AI drives top-line delivery, not just operational efficiencies or time saved.
• Employee sentiment: Tracks cultural change by using pulse surveys to see if confidence is increasing as new arrangements are rolled out.

Ultimately, achieving AI transformation is a journey, not a destination, and it requires a holistic strategy that integrates technology with people and culture.

This significant extension allows Multiverse to further its model, enabling more high-impact, debt-free degree pathways.

Multiverse is the UK's only independent training provider with degree-awarding powers, a distinction that confirms the quality of education it provides its apprentices. In the National Student Survey commissioned by the OfS, it has held the highest satisfaction rating within the Digital & Technology Solutions Professional standard for the past two years, currently sitting at 85.6%.

This expansion immediately enables the launch of Multiverse’s newest degree apprenticeship programme, AI Product Engineering (AIPE), which is uniquely designed for the future of the industry, amplifying software engineers' capabilities through AI so they are able to deliver more value, faster. The AIPE programme is focused on training engineers to design end-to-end systems and effectively integrate AI across the Software Development Lifecycle. It teaches engineers how to use AI as a co-engineer to amplify their productivity and deliver better commercial outcomes.

The AIPE programme will be quickly followed by additional degree-level programmes within the Chartered Manager and Project Manager standards.

"This recognition from the OfS reinforces our approach. We are proud to be the UK's only independent provider with this power, and its extension means we can rapidly scale up the creation of vital, high-growth degree pathways," said Euan Blair, Founder & CEO at Multiverse. "By expanding our degree-awarding scope, we can deliver more high-quality, job-relevant qualifications that produce the talent the UK economy desperately needs."

The value of this model is best described by those currently benefiting from it. Louise Gardner, a Multiverse degree apprentice, spoke about the programme’s impact: "Doing a degree apprenticeship has helped me advance my career - after graduating, I was able to step into a secondment in the global corporate responsibility team. But more than that, it provided me with critical insights and skills, which I’ve leveraged to add tangible value to my team by improving how we use data to inform decisions.”

This expansion allows Multiverse to deliver more impactful, degree-level apprenticeships that directly address the skills needs of the UK economy, preparing a new generation of talent for the future of work.

Last year, our commitment to empowering our team’s AI use resulted in a 37% growth in revenue per employee. We believe the most powerful AI tool is not a new piece of software, but a workforce that has been taught how to effectively use it.

Our transformation shows that true AI adoption requires more than just access to technology—it demands an entire behaviour change.

Beyond the tool: It's a mindset shift

Many leaders believe their teams just need to learn a new tool to achieve meaningful results, but true transformation demands more. It involves reimagining entire workflows and understanding where the AI tool fits—or where it completely replaces existing processes. Furthermore, it requires focusing on the essential human skills, like critical thinking, to filter results and identify inaccuracies.

Leading a team through this shift, especially when some are reticent to adopt new tech, is a core element of culture change.

How our Learning team uses AI for impact

Our dedicated Learning team is constantly adapting, recognising that in the world of AI, continuous, real-time learning is paramount.

1. Improving the learner experience

We are focused on using AI to deliver a hyper-personalised, contextualised, and enjoyable learning experience.

• Personalisation at scale: AI allows us to move beyond one-on-one mentoring, which was previously necessary for deep customisation, by using the knowledge of LLMs to personalise and contextualise content for each learner.
• Real-time relevance: The world of AI moves fast, so we created protected learning time for our subject matter experts to stay current. We also use AI agents to scan the entire market, collect information, and bring back reports to highlight where we need to focus our attention, ensuring our content is always up-to-date.
• Innovative tools for apprentices: AI is interwoven into the apprentice experience to make learning easier. Our contextual, AI-powered coach, Atlas, helps learners understand why they are stuck and how to unblock themselves, rather than just giving the answer.
• Tools for creators: We've built internal AI tools that remove the challenge of the "blank page" for our learning designers, helping with initial creation, automation, and consistency.

2. Delivering outcome-driven learning

In the AI era, learning is not for learning’s sake; it is for enabling new individual or company capabilities.

• Measuring impact: The rise of AI and modern data systems means we can now connect learning to concrete, measurable results. We can get a "before and after snapshot" to understand the true impact that learning has on outcomes in a way that was never possible before.
• Outcome focus: This capability makes learning truly outcome-focused. We start with what we’re trying to achieve, and work backwards from there to understand what skills our learners need to develop in order to get there.

The foundation of our success is understanding that human adoption drives technology's value. By shifting our internal culture, we are not just keeping pace with AI—we are actively shaping the future of work, delivering personalised experiences for our learners that deliver true transformation.

Wigan Council is bolstering its teams’ digital and AI strengths by training 30 staff through a Multiverse AI Academy, funded through the Growth and Skills Levy. This cohort will enable the council to improve efficiencies across its departments, helping them to deliver better services for local people by streamlining time spent on manual tasks and relieving capacity pressures on teams.

The new Academy will see staff enrolled on Multiverse’s AI for Business Value programme. This Level 4 course is designed to enable learners to identify opportunities to engage with ethical AI and embeds AI for optimised processes that deliver measurable results. The Academy will also support the council’s aim to reduce digital skills gaps, enabling teams to forecast demand surges and relieve frontline pressures on services, like SEND support for children, that are seeing an uptick in demand.

This training programme follows the council’s ongoing work to modernise its processes and embrace digital technologies and infrastructure that improves inclusivity and connectivity. Investments such as the launch of Technology Enabled Care roles for adult social care will break down silos and make sure people have access to the services they need.

Councillor Nazia Rehman, cabinet portfolio holder for finance, resources and transformation at Wigan Council said: “We are passionate about innovation, so we can provide the best and most efficient services to residents. This new AI Academy with Multiverse is an exciting step forward, enabling our staff to use AI ethically and strategically, as a tool to make the best use of staff time, enabling our teams to do their jobs faster and better while keeping people and our residents at the heart of all we do.”

Gary Eimerman, Chief Learning Officer at Multiverse said: “We are very proud to support Wigan Council in developing its in-house AI capabilities, working towards the meaningful goal of reducing waiting times and improving services for its community. By unlocking efficiencies, councils like Wigan can harness savings to feed back into their services, while protecting staff from the increasing pressures that come with mounting demands.”

Multiverse is the upskilling platform for AI and tech adoption, which delivers personalised, on-the-job learning. Multiverse has trained more than 20,000 apprentices in AI, data and digital skills since 2016.

Over 1,500 companies work with Multiverse to deliver a new kind of learning that’s transforming the workforce at scale. Programmes are targeted at people of any age or career stage.

The University of Bath is upskilling 50 employees with the launch of a Data, AI and Leadership Academy with Multiverse. The initiative aims to enhance team members’ engagement with AI tools, equipping them with the knowledge and confidence to use data to boost efficiencies, while delivering improved insights and services to students.

This cohort includes learners from across 21 academic and professional services departments at the university, spanning the faculties of Science, Humanities and Social Science and including Research & Impact Services, Campus Infrastructure, Campus Services, IT, Human Resources and Finance. While learning, the group will also act as champions supporting their wider teams at the University to work more effectively with AI and data.

Building on digital skills developed through an initial training programme with Multiverse earlier this year, the new Academy will see learners enrol into Multiverse’s AI Powered Productivity, Management Jumpstart and DevOps Engineering Jumpstart courses.

The Level 3 AI Powered Productivity supports learners to embrace AI tools like Microsoft 365 Copilot. Management Jumpstart, another Level 3 programme, combines data and AI with management skills to drive informed decision-making and help individuals to become effective people-managers. The Level 4 DevOps Engineering Jumpstart equips teams with the skills needed to build robust digital infrastructure, achieve improved productivity through automation and enhance collaboration between development and operations.

Dr Ghazwa Alwani-Starr, Chief Operating Officer at the University of Bath, said: “We are very proud to be taking the next step in our plan toward AI adoption, a journey which we know will result in improved productivity across our organisation and, critically, better services for our students and staff. Previous cohorts that took part in our pilot have already begun making a substantial impact, with over 50 real time active projects across the university under way. We are excited to see what range of projects this cohort proposes.”

Gary Eimerman, Chief Learning Officer at Multiverse said: “Multiverse’s AI and leadership programmes are perfectly designed to meet the needs of a sector, like higher education, that is facing increasing pressure to improve efficiencies and achieve time and cost savings. Our latest cohort with the University of Bath will be trained to use digital skills to deliver these savings and we look forward to working closely with the organisation in the next stages of its digital evolution.”

Multiverse is the upskilling platform for AI and tech adoption, which delivers personalised, on-the-job learning. Multiverse has trained more than 20,000 apprentices in AI, data and digital skills since 2016.

Over 1,500 companies work with Multiverse to deliver a new kind of learning that’s transforming the workforce at scale. Programmes are targeted at people of any age or career stage.

At Multiverse, we have seen firsthand that investing in AI isn’t just about the technology—it’s about the people building it. This approach has yielded tangible results: last year, we grew our revenue per employee by 37%, a direct result of our investment in AI technology and the cultural transformation that enabled it.

So, how do you shift an engineering mindset from traditional development to AI-first innovation? Here is how we approach AI transformation within our engineering capability:

Embracing experimentation

The key to unlocking innovation lies in individual empowerment, giving team members the freedom to experiment, trusting them and their domain expertise to get things done.

To truly build with AI, teams must shift their perspective on failure. In our engineering team, we encourage engineers to try, learn, and even fail, knowing they might not succeed on the first attempt.

• Learning at pace: We view experimentation not through the lens of risk aversion, but as an instrument for learning at pace.
• Dedicated time: Innovation doesn't happen if it isn't on the calendar. We utilise "Hack Weeks" and allocate 10-20% of our engineers' time specifically for learning and experimentation.

Balancing Speed with Security

A common hurdle in AI adoption is the fear of security risks. How do you balance the need for speed with the necessity of safety?

Our approach is to create guardrails so that our builders don't have to overthink compliance while they are in the creative flow.

• Programmatic boundaries: Whether it is through role-based access control or context-setting files in coding tools, we ensure engineers know it is safe to experiment within specific environments.
• Removing friction: By making security programmatic, engineers don't stumble over administrative fears; they can roll into their creativity and embrace the technology.

Overcoming the fear of failure

With any new movement, there is a natural human fear of humiliation or failure. To foster a true builder’s mindset, leadership must prioritise psychological safety.

By democratising the technology, we remove the fear that AI is rocket science. When the team sees that failure is just part of the process, they gain the confidence to build the future.

• Leading by example: Leaders need to embrace the technology themselves so they’re able to lead from the front.
• Celebrating the losses, as well as the wins: We openly share our mistakes to show that failure is just part of the process. This builds the confidence needed to try something new.

Innovation in action: AI grading

When you combine psychological safety, clear guardrails, and a culture of experimentation, you get tangible results. A prime example of this approach in action is our AI Grading capability.

An engineer on our team identified that grading homework was a prime opportunity to leverage AI and built a solution from scratch to address it. This tool has transformed how we operate:

• Empowering coaches: It reduces a massive amount of hours for our human coaches, freeing them up for higher-order activities like spending actual face time with learners.
• Faster feedback: Learners now receive faster feedback on their work, motivating them in their drive to improve.

This is the power of a builder mindset: when engineers are empowered to experiment, they build solutions that elevate the entire learning experience.

We partner with over 1,500 of the world’s leading companies to build the critical skills their people need for the future, focusing on the AI, data, and technology capabilities that drive transformation. We believe this is the most direct path to unlocking both business growth and profound economic opportunity for people.

Our mission is brought to life internally through our Career Mobility strategy. It’s our commitment to our own team, built on the same principles we champion externally. Career Mobility is how we drive high-performance, create clear development pathways, and enable Multiversers to become their most AI-enabled selves.

Career Mobility 2.0

When we launched our Career Mobility strategy, we identified gaps in our approach to Diversity and Inclusion. As a result, our focus in 2024-2025 was mastering the tactical layer - specifically, further improving our performance and development ecosystem, and strengthening our culture of belonging.

Career Mobility represented an evolved approach, where equitable principles were embedded into our people strategy, instead of existing alongside it - to improve outcomes for all employees, including those from under-represented backgrounds, as a result.

For 2025-2026, we’ve simplified our framework to focus on two pillars, Empowered Careers and Empowered Culture.

Where is Multiverse today?

Our Data:

We focus primarily on collecting data related to characteristics which are protected under the law. As a result, our current focus areas are gender, ethnicity, disability (and neurodiversity), sexuality, religion and belief, and age. We also collect additional data including socio-economic status (social mobility), armed forces status and history, and parental and caregiving status because we believe this data is important in assessing our policies, processes, and benefits. The data in this report is a reflection of Multiverse as of July 2025.

Gender

49% of our population identify as women, surpassing the 29% of women in the UK tech sector, and 28% of women in US tech.

We know that one of the key drivers of our gender pay gap is representation of women at Director and above levels. 45% of our Director+ employees identify as women and 50% of our external hires at this level were women in FY25.

Since April 2024, we have appointed a new COO, CFO, both of whom are women, and appointed our Chief of Staff & Chief Performance Officer to the C-Suite team. This means our Executive team is currently gender balanced, which is something we are proud of. To put this in context, women occupy 43% of board positions and 35% of Leadership roles at the FTSE 350 level (source).

Ethnicity

56% of our global employees identify as White, compared to 68% in April 2024 - while 26% of employees identify as being from an underrepresented ethnic background vs 32% in April 2024. We attribute these shifts being primarily due to new joiners not completing our voluntary HRIS survey - something which we’re actively working to improve.

Despite this, we remain in-line with the UK Tech industry, where 25% of employees identify as being from an under-represented background. 7.5% of our employees identify as Black, compared with 5% in UK tech, however 9% of our employees identify as Asian which is below the 18% average in UK tech.

Our hiring data shows that our employee base reflects the diversity of our applicant pool, and that there are no stages in our recruitment process where we see disproportionate drop-out rates.

Sexuality

We’re proud that 13% of our employees identify as LGBTQ+, increasing from 12% in April 2024.

A comparative data set for sexuality was unavailable.

Disability & Neurodivergence

Our declaration rate for disability has significantly improved since April 2024, meaning around 5% of our workforce identifies as having a disability (physical, mental health, or learning-related). While this is just below the average of 6% in UK Tech, this has increased from 3% in our previous report.

Separately, almost 15% of our employees identify as neurodivergent. This is significantly above the 3% reported by UK Tech employers and is in line with the UK population figures.

Career Mobility in Action:

Case Study: Count Me In

In our first Career Mobility report, we identified that our voluntary employee census did not capture the information we needed, and that the majority of our employees had not self-declared.

To address this, in 2024, we refreshed the voluntary diversity questions we ask employees, to ensure we were in line with best practice and only collecting relevant and useful data. We now ask 11 global questions, with 3 additional UK-specific and 2 additional US-specific questions. This was a rigorous process, involving external research and benchmarking, and consultation with employees.

At the same time as refreshing our question set, we launched Count Me In, a campaign which aimed to increase declaration rates by educating employees on why we ask these questions and sharing in detail how the data is used. In the two-week campaign period, our average declaration rate increased from 46% to 65% - a result we are incredibly proud of and hope to build on. Already, this campaign has positively impacted employees; for example, we have increased our UK paid secondary partner leave (paternity leave) from 4 weeks to 6 weeks for employees with over two years tenure, the business case for which was supported by Count Me In data.

We’ve also since aligned the voluntary questions we ask in the recruitment process to align with our new internal survey as well.

Case Study: Lift All Boats

In line with our new mission of ‘equipping the workforce to win in the AI era’, we launched Lift All Boats in Q2 as part of our journey to enable every Multiverser to become the most AI-enabled version of themselves.

The first building block for this was Everyday AI, 90-minute interactive hands-on sessions, where the average attendee saves 4 hours/week on their work This session is built for those new to or experimenting with Gemini - no prior AI knowledge is assumed. Our expert coaches work with participants to show different prompting techniques and tailored use cases to help employees think about how they can start applying AI to their work.

This was followed by AI Skills Accelerator (AISA), a custom, 12-hour, 4 module AI course hosted in our Learning Platform and delivered by our expert coaches/instructors, as well as further Everyday AI sessions covering AI automations, NotebookLM and Advanced Gems. AISA was built for Multiversers looking to build their knowledge of AI, learn how to prompt effectively and understand how to implement data in their usage of AI and ultimately augment their ways of working at Multiverse.

To date (Oct ‘25), 537 and 184 Multiversers have taken part in Everyday AI and AISA respectively, with an average increase in Gemini usage of 24% above the rest of the business.

Case Study: ERGs at Multiverse

As well as equitable policies, processes, and practices, building an inclusive culture is a key focus for Multiverse because we know this enables and inspires our people to perform.

We currently have four ERGs:

• Black@Multiverse
• Disabilities@Multiverse
• LGBTQ+@Multiverse
• Women@Multiverse

Everyone is welcome to join our ERGs and participate in ERG initiatives, even if they do not identify as part of the community the ERG represents. MV ERGs have held 15 global events ranging from ‘Irrational Ways to Influence People’ to ‘The ABCs of LGBTQ+’, ‘A Fireside Chat with Financial Adviser and Author Bola Sol’ and ‘Championing Neurodiversity’.

Alongside events, ERGs have collaborated with the People team on key projects. Feedback from our Women@Multiverse ERG led to a complete refresh of our maternity leave process, including a new internal page with detailed checklists for employees and managers to use before, during, and after leave, as well as a new ticketing system to reduce pain-points for mothers and birthing parents.

What’s Next?

We are continuing to embed Career Mobility further into our People team strategy, for example:

• Employee consultation as part of the scoping phase of relevant projects, such as the Manager Success Series, where ERG members were among a pool of employees invited to take part in a pilot group, and our launch of Operating Principles, where ERG members have taken part in focus groups to support us in launching and embedding these critical behaviours.
• Continuing to Lift All Boats and bring AI opportunities to Multiversers, through:
  • Bespoke AI onboarding, tailored to where new joiners are in their AI journey.
  • An internal Multiverse cohort, completing a real MV AI apprenticeship.
  • Creating an AI SWAT team to help teams across Multiverse build scaleable, effective AI solutions to real business problems.
  • Introducing certified AI Builders internally, who can become the AI experts in their teams and have additional training around AI governance and ethics, as well as technical training.

We believe that by driving systemic improvements over the long term, we can create lasting impact for our employees and win as a business. Career Mobility provides the structured, equitable framework we need to build an inclusive, high-performing and resilient organisation, which is truly AI-first.

Dignity, the leading end-of-life care provider in the UK, has launched an AI and Data Academy for 55 team members to help improve data visibility across its 570+ branches, while enhancing efficiency and productivity through the use of AI.

Dignity previously devoted significant time to manual processes, including branch-level forecasting, handling over 100,000 paper cheques annually, and tracking leases and sites via spreadsheets. By equipping its team members with AI and data skills, the organisation will avoid future inefficiencies while also building a confident AI-first workforce, able to embrace new tools and lead transformation.

Programmes include Multiverse’s Level 5 AI and Strategy Leadership, which equips non-technical leaders with the skills to strategically leverage AI in their functions. The Level 4 AI for Business Value focuses on building AI literacy and empowers teams to transform manual processes, while the Level 3 AI Powered Productivity helps learners effectively and responsibly integrate GenAI into their daily tasks, driving efficiencies with tools such as Microsoft CoPilot and Gemini.

Zillah Byng-Thorne, CEO at Dignity said: “At Dignity, we recognise that investing in our people is key to driving meaningful transformation. By equipping our teams with advanced AI skills through these programmes with Multiverse, we are empowering them to embrace innovation, streamline processes and lead with confidence in an AI-driven world. This initiative enhances individual growth while also positioning Dignity to deliver greater efficiency and impact for the communities we serve.”

Gary Eimerman, Chief Learning Officer at Multiverse said: “By providing employees with practical skills to harness the power of AI and data, Dignity is building greater visibility and consistency across its branches while readying its workforce to tackle complex challenges, enhance decision-making and deliver greater value.”

Multiverse is the upskilling platform for AI and tech adoption, which delivers personalised, on-the-job learning. Multiverse has trained more than 20,000 apprentices in AI, data and digital skills since 2016.

Over 1,500 companies work with Multiverse to deliver a new kind of learning that’s transforming the workforce at scale. Programmes are targeted at people of any age or career stage.