In modern business, success is not only defined by what we achieve but increasingly by how we achieve it. We are a part of our surrounding local and global communities and have a duty of care towards them. Every partnership we forge should reflect our values and those of our customers, ensuring that we centre an ethical sourcing approach to everything from our assets to the office paper supply.

Choosing ethical sources means collaborating with suppliers who embody fair labour practices, environmental stewardship, and transparent operations. In a global supply chain, this can feel like emptying a bath with a teaspoon. However, it has never been more important to make these changes, especially as ethical sourcing has become something our customers expect from us.

We believe that ethical sourcing is also vital for a strong supply chain. Working with reputable suppliers reduces the risks of poor working conditions, legal non-compliance, and environmental damage; all issues that can disrupt your operations. By working with ethically responsible partners, you’re choosing a more sustainable and equitable world, alongside smoother operations for yourself. Together, we can create value that goes beyond profit—fostering trust, resilience, and innovation in every step of the supply chain.

The consumer demand for increased transparency and trustworthiness is transforming the way we do business. With many of them choosing to ‘vote with their dollar’, we all need to demonstrate our ethical sourcing and responsibility to remain competitive.

Here at Dawsongroup, we often surprise some of our bigger clients with how much influence we have in their supply chain. We have many touch points that they don’t realise we have, from their supplier of raw material to the logistics company and distributor who rely on us for assets. And, as we’re committed to our social and environmental responsibility, we’re committed to being that ethical supplier for our customers. We recognise our responsibility to reduce environmental impact and offer customers the opportunity to trial new, sustainable equipment without risking their overheads.

We continue these principles within our procurement, where we reduce our sustainability-related risk exposure and foster a wider culture of sustainability consciousness in our industry. We aim to work closely with trusted brands that align with our values. Our commitment to ethical sourcing is not about checking boxes; it’s about building relationships rooted in mutual respect and shared goals.

If you’re ready to create a more ethical supply chain, head to the Good Business Charter’s website. Here you’ll be able to find more resources about the Human Rights Due Diligence Framework and the Ethical Trade Initiative Base Code.

The Coronavirus pandemic shone a spotlight on an issue that has been growing since the mid-1990s: in-work poverty. In-work poverty refers to when a working person’s income, after the cost of housing, is less than 60% of the national average, meaning they do not earn enough to meet the cost of living. As of 2024, issues with fair pay affect more than 22% of the population. With inflation rising and prices surging, more people than ever are struggling to make ends meet.

This is why the question of fair pay is a key responsibility for every business. Dawsongroup is recognised by the assets we supply; however, what makes our assets different is the support from the dedicated teams behind them. The focus of everyone at Dawsongroup, from the cleaners to the accountants, is the drive to prove our Smarter Asset Strategy, as well as the service and our commitment to go the extra mile. Their skills, alongside their dedication and innovation, make Dawsongroup the company we are. To ensure that our employees are properly remunerated, we became a Living Wage Employer.

As a Living Wage Employer, we commit to providing every employee with a wage that meets their everyday needs. We stay ahead of the minimum wage, reducing financial stress for our employees as much as we can, fostering a more motivated and loyal workforce. This long-term investment in our people reflects our honest values, something we are committed to continuing.

Choosing to pay a real wage is the right thing to do for our employees. However, it is also the right thing to do for Dawsongroup. Fair pay has increased our employee retention and reduced recruitment costs, ensuring that we attract and retain the best employees. As of 2025, we’re made up of more than a thousand exceptional, satisfied professionals, who provide a great experience to our customers.

Being a living wage employer is voluntary, but we would encourage every business to get involved. For more information about becoming an accredited living wage employer, you can contact the Living Wage Foundation or the Good Business Charter today.

Here at Dawsongroup, our employees’ well-being is our top priority. We recognise that work can have an impact on the mental and physical health of its employees, and therefore a healthy workforce is key to organisational success and sustainability. There are many ways we do this, one of which is ensuring access to proper employee representation for our workforce and listening to their needs through satisfaction surveys.

Employee representation is the right of any employee to be heard within their role and to seek a union or individual to represent them when negotiating wages, hours, benefits or working conditions. As a business with more than a thousand employees, we’re aware of how important it is to empower the voice of the individual, ensuring they feel comfortable and supported at work.

The workplace is a complicated environment, with many people of diverse backgrounds coming together. As such, it is vital that everyone can voice their concerns, knowing they will be heard and, when appropriate, action will be taken. Trust, confidence, and care are key to creating a positive workplace culture.

This is an ongoing journey, and we are constantly improving, ensuring there are clear escalation paths to senior management, satisfaction surveys, and the establishment of our Employee Resource Groups. Not only has this facilitated the resolution of concerns before they develop into problems, but it has also helped to safeguard our most vulnerable employees from exploitation and workplace harassment.

Did you know that only 22.3% of private sector workers are protected by a collective agreement? In order to grow and develop as businesses that do good as well as sell good, these sorts of numbers need to change. For more information about how you can reinforce employee representation, head over to the Good Business Charter’s website today.

In a post-Covid world, mental health has become a critical component of overall well-being in the workplace. However, the conversation about mental health support can easily lag behind those about physical health, leaving many employees struggling in silence. If employees are not cared for, there will be knock-on effects throughout the business, and society.

Many employers have taken steps towards improving well-being and supporting employees with clear, fair, and transparent policies. Here at Dawsongroup, we have also formed our well-being team, a group of passionate individuals from across the business trained as Mental Health First Aiders. This team plays a vital role in fostering safer, more compassionate environments, providing resources to those who need them.

To celebrate the Good Business Charters’ Well-being Wednesday, we spoke to mental health first aiders Sarah Gledhill, Adam Nicholls, and Caroline Griffiths, digging deeper into their vital work. They have been a part of the well-being team since its inception and have helped to grow and champion well-being in all its forms.

How did you become a Mental Health First Aider?

AN: The well-being team was formed during the pandemic when we all needed a little bit of extra support. The business wanted to provide a space for people who needed it, and I knew it was the right thing for me. I love helping people where I can, and being a Mental Health First Aider has enabled me to support those who are often overlooked.

SG: I joined the team when it was launched. Every business allocated one person to represent them, and I joined on behalf of Dawsongroup emc. Training up to be a Mental Health First Aider and helping the well-being team grow and develop has been brilliant.

CG: I was the same, and it’s been an immense privilege to support my colleagues through these unprecedented times. I want to be there to help, ensuring that Dawsongroup is the best place to work.

What does your role include?

CG: The role is quite broad because the needs are broad. We help with individual support for any staff that discloses it to us, but we also run workshops and events throughout the year. We want to make sure that people know where to go when they need help, either with us or with one of our partner charities.

SG: I think the role is quite similar to a physical first aider. A first aider wouldn’t fix broken legs, but they are the first port of call and the interim support. We’re the same, we make sure people have the support they need, signposting them towards our partner charities. I’ve taken people to meetings at Andy’s Man Club and waited with them until they went in, and I’ve put people in contact with BEN. Everyone needs something a little different, and we’re here to help.

AN: One of the big things we’ve launched has been a series of workshops for Mental Health Awareness Week. In 2024, our Managing Directors spoke about their Peak Challenge, sharing the highs and lows of their emotional journey through the Alps. We also had Ed Jackson from Millimetres to Mountains share his story about overcoming the odds to not just walk again but also to climb mountains. It was an incredible week.

What’s one key message you’d like to share about mental health in the workplace?

SG: It’s okay not to be okay. We work at the frontline of breakdowns in the supply chain and there can be a lot of pressure there. It’s so important that we all have an outlet, as the sooner you’re open with people, the faster you can get the support you need to get on top of things. There’s no taboo here, we can help with anything.

AN: Find someone to talk to. Whether it’s us at the well-being team or a family member you can confide in, just having a chat can start to take the pressure off. It might seem daunting at first, but it can really make a difference.

CG: It’s so important that we look out for each other. Not everyone has a support system outside of work and some people only see their colleagues in a day. We need to be open to talking, helping wherever we can.

What advice would you give to others considering becoming mental health first aiders?

AN: Just do it, it is so rewarding! But really, on a serious note, make sure that ‘you put your own mask on before helping others’. Make sure you look after yourself because it can be tough at times. It’s so worth it, though.

CG: Everyone should be aware of the signs, symptoms, and factors that could be indicative of poor mental health. Not only does this help to understand other people’s behaviour, but it can also give an insight into your own mental health and how to prioritise yourself.

SG: Don’t be scared to do it, it’s great to get involved. When you’re working in a business, even one with a good workplace culture, like Dawsongroup, it can feel like quite an isolating and transactional environment. Being a Mental Health First Aider gives you the chance to break through that and create the change you want to see in the workplace.

If you’re interested in finding out more about how we support our employee’s well-being, including financial, physical and mental health, please visit our Wellbeing Policy.

In an ever-evolving global landscape, fostering an environment that champions equality, diversity, and inclusion (EDI) isn’t merely a moral imperative; it is the cornerstone of a thriving and sustainable business. As a leading company in the national and international supply chain, we must be the change we want to see, ensuring a safe and equitable workplace for every employee.

Our unwavering belief is that a diverse and inclusive workforce propels innovation, enhances decision-making, and drives success. We acknowledge that our collective differences, whether in race, ethnicity, gender, sexual orientation, ability, age, or background, are assets that enrich our organisational fabric and strengthen our capabilities.

The heart of our EDI initiative at Dawsongroup has been our Employee Resource Groups. These groups represent minorities across the business, providing support and resources. These exceptional internal networks are part of our commitment to continue fostering an inclusive workplace, empowering our employees to reach their full potential and diminishing isolation in the workplace.

Learn more about Employee Resource Groups at the Good Business Fortnight 2025 webinar: How internal colleague groups can be the key in activating your EDI ambitions. Hosted by Aviva, this session offers valuable insights, practical strategies, and real-life examples of how ERGs have been successfully implemented at Aviva. Whether you’re looking to start an ERG or enhance existing ones, this webinar will provide the tools and inspiration you need to make a meaningful impact.

In 2022, Dawsongroup became an accredited member of the Good Business Charter (GBC). In fact, we were one of the first thousand companies to join!

Growing our business from a single truck, we have always known that we were part of something bigger than ourselves. Our business exists within the mechanism of society and being aware of our social, economic and environmental responsibilities is vital. It is foundational, a compass guiding our business forward, and we couldn’t be more proud to be a part of an organisation that aims to make ethical and sustainable business operations the norm.

What is the Good Business Charter?

The GBC was originally founded in 2020 as an independent, not-for-profit organisation committed to creating a benchmark for good, responsible business practices. To be a member of the GBC, companies are required to meet ten measured components. During the application process, companies are carefully monitored with appropriate checks to ensure these are met, and once they are, the GBC accreditation is awarded.

The GBC doesn’t use a scaled system, companies are either members or not. This ‘all or nothing’ system was specifically designed to bring every member to the same level, ensuring that responsible business is held to the same standard everywhere.

What Are the Components?

The GBC’s ten components have been specifically designed to cover employee care, social responsibility, the environment, and the treatment of suppliers and customers.

To qualify for the GBC, businesses must pay all staff a real living wage, guarantee fairer hours, contracts, include fair and clear policies to improve employee wellbeing, ensure that all employees are fairly represented, commit to maintaining a diverse and inclusive workplace environment, take environmental responsibility, pay their taxes in line with the spirit of the law, prioritise excellent service for customers, and commit to ethical sourcing.

These components push companies to improve across the board, creating a sustainable, supportive environment. However, the GBC is clear that this is just the beginning of redefining good business and encourages members to invest more in social values.

What is the Good Business Charter Fortnight?

Over the next two weeks, we will be joining the Good Business Charter in celebrating the outstanding efforts of businesses across the UK that are championing and modelling responsible practices. We will be sharing the impact and influence of our own employees and raising awareness of the importance of being a business that is part of something bigger.

We look forward to sharing more with you over the next two weeks and beyond!

The Dawsongroup team

Whether it’s transporting goods from ports to warehouses, delivering products to supermarkets, or ensuring construction materials reach building sites, truck drivers play a pivotal role in the UK economy by keeping supply chains moving.

Here’s how important truck drivers and their vehicles are, and how we help keep both working efficiently.

1. Supporting key industries, trade, and commerce

The UK economy is heavily dependent on road transport, which delivers over 80% of domestic goods.

Many industries, including retail, manufacturing, construction, and agriculture, rely on road freight to function, moving everything from food, fuel, and pharmaceuticals to consumer goods and raw materials.

Here’s how trucks support these industries:

• Retail – One of the largest contributors to the UK’s GDP relies on regular deliveries to keep shelves stocked and fulfil online orders.
• Manufacturing – Factories depend on a constant supply of raw materials and components.
• Construction – Trucks transport essential materials like steel, timber, and cement, enabling the building of infrastructure projects to homes.
• Agriculture – Depends on trucks to move produce from farms to markets, shops, and processing facilities.

Trucks and truck drivers keep the country moving. Without them, businesses would struggle to maintain their stocks, supermarkets would see empty shelves, and production lines would grind to a halt.

2. Boosting employment and skills

The UK haulage industry employs hundreds of thousands of people, with truck drivers making up a significant percentage of the workforce.

In addition to driving, the profession provides opportunities for career development, including roles in logistics, fleet management, and distribution.

3. The impact of the truck drivers shortage

Recent years have highlighted the importance of truck drivers, and their shortage has been exacerbated by the challenges in recruiting and retaining them, an aging workforce, Brexit, and changing regulations.

A shortage of drivers creates a significant impact, causing delays in deliveries, increasing costs for businesses, and reducing the availability of consumer goods.