The Very Group's business case for inclusion: Louder, not quieter

As many employers globally quietly dial back diversity commitments and budgets — with some dropping the D&I acronym altogether — £2.1 billion UK&I retail giant The Very Group has made the conscious decision to double down.

“Inclusivity isn’t a ‘nice to have’, it’s fundamental to how we do business,” Sarah Willett, Chief People Officer at The Very Group, tells UNLEASH.

In fact, her argument is that as diversity commitments are challenged, “inclusion becomes even more important, not something to step away from.”

“In a competitive market, our approach to D&I helps us attract and keep talented people who want to work somewhere that’s value led.”“In a competitive market, our approach to D&I helps us attract and keep talented people who want to work somewhere that’s value led.”

The Very Group’s prioritization of inclusion is exemplified by the external recognition the retailer has received: a Diversity in Retail Gold accreditation, a Glassdoor D&I rating of 4.3 out of 5 – above the industry average – and Willett herself being recognized as a role model for inclusion by WiHTL & Diversity in Retail.

However, the standout recognition The Very Group has received is being formally accredited as a menopause friendly employer by Henpicked.

It’s estimated that three-quarters of employers don’t have a menopause policy, so, for Willett, this accreditation is a particularly meaningful milestone for the organization because it’s an independent recognition that the retailer is walking the walk, not just talking the talk, on inclusion.

The business case for menopause support

Over half of The Very Group’s 3,000-strong workforce is female. This means menopause isn’t a fringe issue for the retailer; it’s a mainstream one.

Willett notes: “Menopause is something which will impact the majority of the organization, either first-hand, or through their teammates,” as well as family or friends.

Breaking the taboo was central to why the retailer aimed for the independently assessed accreditation. The Very Group has upped its support by creating a new menopause awareness guide and an e-learning module, plus its Women at Very colleague network hosts regular events to offer guidance and support.

Deborah Garlick, CEO of Henpicked: Menopause in the Workplace, confirmed how standout the retailer’s approach to menopause support is.

“Their commitment is woven into their culture and values, chosen by their people and brought to life through visible leadership, open conversations and practical support. This is about more than policy,” stated Garlick.

For Willett, the business case for prioritizing menopause accreditation makes itself. It is “meaningful, practical action” behind The Very Group’s commitment to create a culture where people feel “welcomed, represented and valued,” especially as they experience significant life events.

Ultimately, investing only in short-term performance isn’t what drives positive business results for the company.

Despite a challenging macro-economic climate, the retailer achieved impressive financial results in 2025: its best-ever adjusted EBITDA margin (14.7%, up 2.2%pts year on year), and higher gross profit than the previous year (£764.3 million, compared to £757.4 million in 2024).

While inclusion alone didn’t drive these numbers, there is certainly a link: “What we do wouldn’t be possible without the incredible work and commitment of our colleagues,” Willett says.

“Inclusive organizations create environments where people perform at their best, and that directly strengthens innovation, engagement, customer relationships and long-term results.”

“When people feel supported, included, and able to do their best work, our customers feel it too.”“When people feel supported, included, and able to do their best work, our customers feel it too.”

She is clear that by focusing on diversity and inclusion, The Very Group can “build trust, make better decisions, and stay relevant in a fast-changing world.”

What’s next for inclusion at The Very Group

Willett and The Very Group is clear that inclusion is not about “one-off initiatives.”

Therefore, Willett’s focus for the rest of 2026 and beyond is to “continue embedding a culture of everyday inclusion across the organization” through “clear leadership ownership, open dialogue and regular reporting.”

This requires listening to employee voices and equipping leaders with the practical skills to “lead with confidence, clarity and empathy” in day-to-day work.

Some of that work is already under way through The Very Group’s 18 colleague-led People Labs, groups which run regular listening sessions to surface what is and isn’t working, as well as a twice annual ‘Voice’ listening survey.

The last survey was completed by 87% of The Very Group’s people, with an engagement score of 7.7 out of 10 — rated ‘good’ by Peakon, the employee listening platform The Very Group uses.

This colleague feedback and engagement data informs HR decision-making for the retailer not just when it comes to diversity, but also on wider topics like career progression and wellbeing.

Her message to her HR peers unsure what to do on inclusion is that their role is to “keep connecting D&I to business outcomes, trust and sustainable performance.”