Eden Mobile Creche

A Message from Lord Pickles and Lord Blunkett, followed by Eden Mobile Creche's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Eden Mobile Creche is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles


Director Renny Adejuwon
Our puzzle play helps with
intellectual and problem-
solving development
Established in 2006, Eden Mobile Creche is a multiple
award-winning childcare company that aims to provide
a professional, safe and secure environment for children.
As it has grown, however, the company has come to offer a
variety of other services – including childcare training, business
consultancy for the sector and parenting classes. Director Renny
Adejuwon tells
The Parliamentary Review
more about Eden’s
flexible nature and the challenges the childcare sector faces.
My background in education and childcare, having started working in the sector
in 1999, led to the establishment of Eden Mobile Creche. My experience studying
psychology at the University of East London and attaining a national diploma in
childcare education made me realise my passion for child development. I continued
to study and refine my knowledge, gaining qualified teacher learning skills status
and completing a master’s in applied psychology. Wanting to use the expertise I
had gained and attain a good work-life balance, I decided to apply this knowledge
directly and, in 2006, established our service. As part of my continuous professional
development, I decided to complete a law degree to enhance my knowledge on
family and education law.
A focus on flexibility
We provide childcare services that meet the flexible needs of families across London
and the South East. Since our establishment, we have grown significantly both
in terms of the services we provide and the clients we work with. Across all of
our provision there is a strong focus on flexibility, and this commitment has led
»Director: Renny Adejuwon
»Established in 2006
»Based in London and the
South East
»Services: Flexible childcare
»No. of employees: 6
Eden Mobile Creche
Highlighting best practice
us to provide a range of childcare
services that meet the requirements of
working families. From hotel services,
to providing corporate childcare and
services at events, and a childcare app
Childcare Central, we aim to support
anyone with any childcare needs.
We provide these services from a
variety of bases across London and the
South East, and although the majority
of our clients come to us, we are
committed to meeting and supporting
need wherever it may be. This process,
and the development of our services,
has always been based on listening
to our clients and responding to
Since our establishment, we have
significantly expanded our client base
and the number of practitioners that
work with us. Key to our appeal is
our commitment to flexibility for our
workers. When setting up the business,
I wanted to ensure that all of our
employees, including me, could strike
a healthy work-life balance, and so we
employ students and those working
part time. We have had between 20
and 50 practitioners over our history,
some of whom have been with us for
up to a decade. Alongside our own
structure, we work with different
childcare agencies that support our
service and the needs of practitioners.
Commitment and consistency
Having children myself, and having
worked with lots of children
throughout my time in the sector,
the crucial element that ensures an
effective provision is the genuine ability
to care professionally. Key to this is
having a desire to see all children
thrive. We routinely and regularly
demonstrate this quality and this is key
to our best practice.
Beyond this, consistency is key and, in
order to achieve this, an organisation
must have a steady level of
practitioners who are all on board with
the organisation’s goals and methods.
Whenever someone new joins us,
we ensure they are updated with our
policies and procedures so they can fit
seamlessly into our provision.
This is allied to the quality of our
resources and the flexibility we are
able to offer. The fact that we come
to our clients sets us apart from other
organisations and we ensure we
always bring these quality resources,
and our high standards, to whichever
client we work with. In order to refine
these resources, we are constantly
asking our clients questions to see how
we can improve our services to better
support them.
Training is key to maintaining our
standards. Alongside continuous
training for practitioners, we
provide training courses for external
practitioners. I deliver lectures at
colleges and we provide a wide range
of training courses that aim to pass on
best standards to the next generation.
This helps to give back to the wider
sector and works to raise standards
across the board, making a positive
impact on all in our profession.
To support our general provision,
we also provide parenting support.
We aim to make an impact when
delivering our childcare services but,
to ensure maximum impact, we offer
We provide the
opportunity for children
to read books
The crucial
element that
ensures an
provision is
the genuine
ability to care
Key to this is
having a
desire to see
all children
support to parents who ask for our
help, extending our expertise beyond
the time the children are with us. This
can be especially useful for first-time
parents, and we help them to find
their way through this new challenge,
offering coaching sessions that aim
to empower and support them to
communicate with their children. This
contributes to a growth in confidence
in their parenting and helps them to
successfully support their children in
their home environment.
Political change and childcare
The central challenge that faces the
childcare sector is funding and this is
something that is shared by almost
all providers. Any funding issues
from central government or the
banking sector trickle down to affect
childcare organisations like ours. This
decrease in funding is exacerbated
by rises elsewhere, such as the rise in
the minimum wage, childcare costs
for parents and the overall cost of
running the business. If funding and
budgets are reduced or not available, it
becomes increasingly difficult to run a
childcare business.
Another major challenge we face
is the constant flux and change in
the direction of educational policy.
Political agendas are always present
when amending education, and
every time a new agenda arises, the
direction changes. Whenever a new
government is elected, or a new
minister appointed, they want to
introduce their own ideas, and this
can serve to complicate the agenda.
Whenever organisations come to
terms with a new policy direction, it
changes. This makes planning difficult
as our focus has to remain on these
changing parameters. More time for
implementation is needed for any of
these measures to be successful, and
this would also lead to a period for
feedback in which policies could be
adapted and improved.
As we move forward, we are looking
for a permanent site to anchor our
provision. While we will always
remain a creche and adhere to our
commitment to flexibility, a permanent
site will help serve the needs of those
who wish to come to us while allowing
us to maintain our current programme.
By continuing to balance these two
key goals, we are confident we can
continue to fulfil the needs of families
and children, whatever they may be.
Can be
useful for first-
time parents,
and we help
them to find
their way
through this
new challenge,
sessions that
aim to
empower and
support them
with their
Children working
together on the
computer does
encourage teamwork


This article was sponsored by Eden Mobile Creche. The Parliamentary Review is wholly funded by the representatives who write for it.

Rt Hon Elizabeth Truss's Foreword For The Parliamentary Review

By Rt Hon Elizabeth Truss

Even by the standards of the day –this has been one of the most exciting and unpredictable years in British politics.

The leadership election we’ve just seen marks a huge moment in our country’s history. This government is taking a decisive new direction, embracing the opportunities of Brexit and preparing our country to flourish outside the EU.

As international trade secretary, I’ll be driving forward work on the free trade agreements that are going to be a priority for the government. Free trade isn’t just an abstract concept bandied around by technocrats. It is crucial for a strong economy and for the ability of families to make ends meet. Free trade benefits people in every part of our country, as British firms export to new markets and people doing the weekly shop have access to a wider choice of goods at lower prices.

The essence of free trade is in the title: freedom. It’s about giving people the power to exchange their goods without heavy government taxation or interference. Commerce and free exchange are the engine room of prosperity and social mobility. I’m determined to tackle the forces who want to hold that back.

One of my priorities is agreeing an exciting new free trade deal with the US, building on the great relationship between our two countries and the Prime Minister and US President. But I’ll also be talking to other partners including New Zealand, Australia and fast-growing Asian markets.

And with the EU too, we want a friendly and constructive relationship, as constitutional equals, and as friends and partners in facing the challenges that lie ahead – a relationship based on a deep free trade agreement. Our country produces some of the world’s most successful exports, and the opportunity to bring these to the rest of the world should make us all excited about the future. It is this excitement, optimism and ambition which I believe will come to define this government.

For too long now, we have been told Britain isn’t big or important enough to survive outside the EU – that we have to accept a deal that reflects our reduced circumstances. I say that’s rubbish. With the right policies in place, we can be the most competitive, free-thinking, prosperous nation on Earth exporting to the world and leading in new developments like AI. To do that, we’ll give the brilliant next generation of entrepreneurs the tools they need to succeed. Since 2015, there has been a staggering 85 per cent rise in the number of businesses set up by 18 to 24 year olds – twice the level set up by the same age group in France and Germany. We’ll help them flourish by championing enterprise, cutting taxes and making regulation flexible and responsive to their needs.

As we do that, we’ll level up and unite all parts of the UK with great transport links, fibre broadband in every home and proper school funding, so everyone shares in our country’s success.

2019 has been the year of brewing economic and political revolution. 2020 will be the year when a revitalised Conservative government turbo charges the economy, boosts prospects for people across the country, and catapults Britain back to the forefront of the world stage.

Rt Hon Elizabeth Truss
Secretary of State for International Development