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 Retail Trust is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.
Rt Hon The Lord David Blunkett
Rt Hon The Lord Eric Pickles
BEST PRACTICE REPRESENTATIVE 2019
Chief Executive Richard Boland
Established in 1832, retailTRUST improves
the lives of everyone involved in retail
As probably one of the oldest trade charities in the UK,
dating back to 1832, retailTRUST was founded by an
artisan entrepreneur appropriately named Thomas Helps.
It offers specialist services for the 4.5 million people working
in the retail and supporting services sector in the UK. Its work
seeks to improve the lives of these people through wellbeing
services, vocational and career development programmes and
retirement estates. Chief Executive Richard Boland elaborates.
As a charity with such an extensive heritage, we have much to live up to and much
that is admired, and we are not immune to the rapidly unfolding changes that
are besetting every corner of society. These challenges include the questioning of
the relevance of the traditional benevolent charity, the disruption caused by the
onset of the digital connected world and the emergence of the social enterprise
phenomena. Add to these considerations, the self-inflicted behavioural and
reputational issues that have engulfed far too many charities and it is easy to see
why some might question why anyone would join or support the sector.
In 2012, when our existing management team started working together, the
challenges we faced were strategic and structural. We faced the issue of how to
sustain ourselves in the modern world with so many competing calls upon the
hard-earned cash of the 4.5 million, largely low-paid colleagues in our industry.
Trade charities do not have the universal emotive appeal of a charity supporting, for
example, those with cancer, disadvantaged children, refugees, or animals, but we
are not driven by a single cause, but by a very diverse set of needs.
»Chief Executive: Richard Boland
»Founded in 1832
»Based in London, with offices
in Derby, Glasgow, Liverpool
»No. of employees: Over 100
»Services: Support retail
workers in the UK
THE PARLIAMENTARY REVIEW
Highlighting best practice
30 | RETAILTRUST
Wellbeing in retail
We exist to improve the lives of all
involved with retail by addressing
their needs at times of distress,
disadvantage and hardship. We
embarked upon a strategy of delivering
this by looking at what we considered
the four pillars of wellbeing in any
community: physical wellness, mental
wellness, financial wellness and
vocational or educational wellness.
Having clearly established our key
ambitions, we needed to resolve
how we would achieve them and
how we would fund them. Until we
knew how much we would be able to
fund, we couldn’t decide how much
impact our intervention might have.
This drove us to consider establishing
a social enterprise model, rather
than a traditional benevolent charity
structure. We established the concept
of paid-for services with the support
of the employers in our sector, who
were asked to help fund the wellbeing
services for their staff in order to
supplement the income we already
received through philanthropic giving.
This has enabled us to more than triple
the scale of our wellness programmes.
This process has been achieved
through the utilisation of social
enterprise values, whereby any
surpluses generated are reinvested
to develop more support tools and
programmes. In 2018, we began to
move most of our physical and mental
wellness support to a digital platform,
alongside the remote and face-to-
face support that had previously been
provided. We are evolving from a
186-year-old benevolent charity into
a 21st-century, digitally enabled social
enterprise, and in so doing we are
tripling our impact.
Through our financial wellness
programme, we sponsored the
creation of the first ever credit union
dedicated to serving retail staff, which
now provides affordable loans and
sustainable savings rates to the less
financially aware and those of modest
means. We hope that retailCURe, as
it is known, will become the largest
credit union in the UK, as it has the
largest common bond. It took four
years to gain approval from the PRA
and FCA, with initial discussions
having started in 2013. For regulatory
reasons it is a standalone legal entity
but it was sponsored and funded
to a large extent by ourselves and
leading retailers including John Lewis,
Iceland, Debenhams, Next, New
Look, Schuh, Ted Baker and the Theo
Dylan lives with
dystrophy and when he
lost the ability to walk,
Tanya contacted us for
a welfare grant to adapt
We exist to
lives of all
their needs at
BEST PRACTICE REPRESENTATIVE 2019
Collaborating with industry
In 2015, we were encouraged by several
leaders in our industry to address the
needs of disadvantaged people who
were seeking a first job in retail or
looking to get back into the sector
following a period of unemployment due
to ill health, parenthood or redundancy.
From this project we have developed the
newest of our social enterprise-inspired
services in the area of vocational and
educational support, which has helped
over 5,000 people since 2013 improve
their life chances through social inclusion
and mobility. More than 2,000 of those
were classified as NEETs and are now in
work, mostly in retail.
The structural issues we faced included
the funding for the refurbishment of
our retirement estates for people who
have spent their lives working in retail.
While the work we have completed,
and continue to work on, in this area is
highly valued by the public authorities,
the industry and private individuals,
it was becoming increasingly difficult
to raise voluntary funding for the
significant losses being incurred and we
were unable to put aside enough cash
for future capital expenditureneeds.
In response, we started an all-
embracing programme to create a
self-sustaining business model for
the supported living estates. We are
proud that for each of the last three
years the estates are not only self-
sustaining but providing for their own
future capital expenditure needs. This
has been delivered through changing
the mindset from that of a traditional
benevolent charity, which requires
funding, to a social enterprise that
is able to fund itself sustainably. The
improvement has been dramatic but
has been driven by a change in culture
with regard to cost management,
asset optimisation, segmentation of
services and proactive approaches to
A transformation has taken place
in moving a passive charity from
behaviours born in the 20th century
towards making it a dynamic,
proactive 21st-century social
enterprise hybrid that thrives on the
key values of care, innovation and
trust. In the digital age the most
important value is being innovative.
that of a
funding, to a
that is able to
sustainably – the
The new Retail Leader
will support at least 400
retail employees in the
Rt Hon Kwasi Kwarteng's Foreword For The Parliamentary Review
This year’s Parliamentary Review reflects on a tumultuous and extraordinary year, globally and nationally. As well as being an MP, I am a keen student of history, and I am conscious that 2020 would mark the end of an era. It will be remembered as the year in which we concluded Brexit negotiations and finally left the European Union. Above all, it will be remembered as the year of Covid-19.
In our fight against the pandemic, I am delighted that our vaccination programme is beginning to turn the tide – and I pay tribute to the British businesses, scientists and all those who have helped us to achieve this. But the virus has dealt enormous damage, and we now have a duty to rebuild our economy.
We must ensure that businesses are protected. We have made more than £350 billion available to that end, with grants, business rates relief and our furlough scheme supporting more than 11 million people and jobs in every corner of the country, maintaining livelihoods while easing the pressure on employers. The next step is to work with business to build back better and greener, putting the net zero carbon challenge at the heart of our recovery. This is a complex undertaking, but one which I hope will be recognised as a once in a lifetime opportunity.
Through the prime minister’s ten point plan for a green industrial revolution, we can level up every region of the UK, supporting 250,000 green jobs while we accelerate our progress towards net zero carbon emissions.
With our commitment to raise R&D spending to 2.4% of GDP and the creation of the Advanced Research & Invention Agency, we are empowering our fantastic researchers to take on groundbreaking research, delivering funding with flexibility and speed. With this approach, innovators will be able to work with our traditional industrial heartlands to explore new technologies, and design and manufacture the products on which the future will be built – ready for export around the globe.
And I believe trade will flourish. We are a leading nation in the fight against climate change. As the host of COP26 this year, we have an incredible opportunity to market our low-carbon products and expertise. Our departure from the EU gives us the chance to be a champion of truly global free trade; we have already signed trade deals with more than 60 countries around the world.
As we turn the page and leave 2020 behind, I am excited about the new chapter which Britain is now writing for itself, and for the opportunities which lie ahead of us.