Helen Dickinson’s role as Chief Executive of the British Retail Consortium (BRC) since January 2013 has spanned a period of extraordinary transformation both within the retail sector and in the broader socio-political context. When Dickinson first took the helm, the retail environment was markedly different. At that time, the music industry was dominated by physical sales and digital downloads, with hits like those from Will.i.am and Britney Spears leading the charts. Streaming services had yet to revolutionize how people accessed music, and the retail sector was grappling with the aftermath of the financial crash of 2008.
The UK was beginning to emerge from a prolonged period of economic stagnation, buoyed by the successful hosting of the London Olympics in 2012, which injected a sense of optimism into the public and economic spheres. Politically, David Cameron was preparing for a landmark speech that would lay the groundwork for the Brexit referendum—a move that would eventually reshape the UK’s relationship with the European Union and dominate the political landscape for years to come.
Since Dickinson’s appointment, the retail industry has experienced seismic shifts. The high street, once a thriving hub of consumer activity dominated by iconic brands like BHS and Topshop, has faced significant challenges. The rise of e-commerce, the increasing influence of social media, and changing consumer preferences have dramatically altered the retail landscape. Dickinson, who brought a wealth of experience from her role as KPMG’s head of retail, has witnessed firsthand the transformation from a traditional retail model to a more complex environment where digital and physical stores coexist, and international competition is more intense than ever.
Reflecting on her career, Dickinson acknowledges the profound changes that have occurred within the retail sector. “My whole sector’s operating model has been thrown up in the air since I started my career 30 years ago,” she says. The evolution of retail has gone beyond mere distribution; it now involves navigating a multifaceted landscape that includes digital innovations, diverse consumer demographics, and the impact of social media. Retailers today face the dual challenge of integrating digital strategies with physical store operations while adapting to a rapidly shifting global market.
As the retail sector has evolved, so too has the political and regulatory environment. Under Dickinson’s leadership, the BRC has had to adapt to frequent changes in government and policy. With the advent of a new Labour government, Dickinson expresses cautious optimism. She notes that the government’s recent policy moves, such as the Skills England Bill—which aims to reform the Apprenticeship Levy—are promising developments. This bill addresses a long-standing concern among retailers that the levy had become an overly restrictive burden rather than an incentive for vocational skills development.
The introduction of the Crime and Policing Bill, which designates assaulting a shop worker as a specific offence, is another positive step. This measure responds to a troubling increase in violence against retail staff, which has reportedly doubled between 2022 and 2023. Dickinson appreciates the Labour government’s efforts to address these issues and is encouraged by her interactions with key figures such as Rachel Reeves and Business Secretary Jonathan Reynolds. She acknowledges their commitment to engaging with the retail sector and their willingness to address long-standing concerns.
Despite these positive signs, Dickinson remains cautious and pragmatic. She emphasizes the need for effective consultation and collaboration between the government and the business community. Reflecting on her experiences, Dickinson critiques the previous administration’s approach, citing frequent changes in government personnel and a perceived arrogance that undermined meaningful engagement with the retail sector. “There was this culture with the last government of ‘we know better than you,’” Dickinson notes, highlighting the frustration she felt with a lack of genuine dialogue and consideration for the sector’s perspectives.
As the retail industry continues to navigate a period of rapid change, Dickinson remains focused on practical solutions rather than ideological debates. Retailers, she observes, are primarily concerned with maintaining a straightforward and functional relationship with the European Union, rather than pursuing complex renegotiations or new deals. This pragmatic approach underscores Dickinson’s commitment to addressing the immediate needs of the retail sector and ensuring that policies support practical business operations.
Looking forward, Dickinson reflects on the evolving nature of her role. Each change in the political and economic landscape feels like a new challenge, requiring adaptability and a fresh perspective. “Every time circumstances change, it feels like a new job, with a whole different mindset and a different agenda,” she says. Dickinson’s dedication to contributing effectively to the sector remains evident, and she is prepared to continue leading the BRC as long as she feels she can make a meaningful impact.
In summary, Helen Dickinson’s leadership of the BRC has been marked by significant adaptation and resilience in the face of profound changes within the retail industry and the broader political landscape. Her tenure has been characterized by a focus on navigating complex challenges, engaging with evolving government policies, and maintaining a pragmatic approach to ensuring the retail sector’s needs are met amidst a rapidly changing environment.