Ralph introduced Haven House. He explained it is one of 54 children’s hospices in the UK, supporting families with children facing serious illnesses. Located in Woodford Green, they serve roughly 300 families within a 1.5 million population catchment area in London and Essex. Ralph outlined their wide-ranging support including respite care, daycare, various therapies (music, yoga, physiotherapy), and counselling. He emphasised their focus on the whole family, providing practical and emotional support, and organising events for families and siblings. End-of-life care was addressed, clarifying it is a crucial but smaller part of their services. Ralph highlighted the misconception that children’s hospices solely focus on end-of-life care.
He then pointed out a common theme – the significant impact of such diagnoses and the extensive support families need. Finally, Ralph stressed their reliance on charity and donations (around 3 quarters of their income) and the importance of partnerships with businesses and other supporters.
Raphaella, the lead nurse at the hospice, elaborated on Haven House’s philosophy. She explained that while the child remains at the centre of their care, they strongly believe in a family-centered approach. This means that their support extends beyond the sick child to encompass everyone impacted by the illness, including extended family and even grandparents.
Raphaella emphasised the importance of this all-encompassing support due to the various stages families experience when a child has a serious illness. Haven House, according to her, strives to support these families throughout their entire journey, from the initial diagnosis to the child’s passing and even beyond. Recognising that life doesn’t stop for these families, Raphaella went on to highlight the crucial role compassionate business practices play. She explained how such practices allow parents, who are also caregivers, to navigate this challenging situation while managing their work responsibilities. By being supportive and understanding employers, businesses can significantly aid these families.
Chris shared his experience with Haven House after Raphaella’s explanation resonated with his journey. Seven years ago, his daughter Annabel was diagnosed with SMA type 1 at a local hospital with no specialist care available. The news came with a short life expectancy prognosis, overwhelming them with information and emotions. Chris described feeling alone, scared, and exposed despite a supportive network.
A district nurse named Rosie insisted on taking Chris’ wife to Haven House, challenging the misconception of hospices being solely about death. Upon arrival, Chris said they were met with warmth, reassurance, and a sense of being guided through the difficult situation. Haven House provided a compass and support throughout their journey, which differed from terminally ill cases due to advancements in treatment for Annabel’s condition. Chris emphasised the invaluable role of having professional, experienced, and compassionate people readily available, especially when caring for a young child who couldn’t communicate. This support, he said, allowed their family to get back on their feet.
While acknowledging the existence of workplace policies and HR departments, Chris clarified that his difficulties stemmed from specific individuals and the prevailing company culture. He explained that during a period of company restructuring and personal challenges, he requested a flexible work arrangement (working from home 2-3 days a week) to manage his situation. Initially approved, this request became a source of tension with a particular individual. This culminated in a private conversation where Chris was essentially pushed out due to the perception that remote work hindered leadership. Chris reported this incident during his exit process, believing the individual involved needed training. He emphasised the potential harm caused by insensitive treatment, especially to those in vulnerable positions. However, Chris concluded by expressing his belief that companies have made significant progress in handling such situations.
Harry’s experience with Haven House began when he and his wife chose the hospice as their wedding charity in 2018. They were impressed by Haven House’s philosophy of creating a positive and supportive environment for families. After their son Rudy was born in 2020, they faced the challenge of his undiagnosed medical issues. Fortunately, Rudy received a diagnosis within a few months, revealing a very rare genetic condition.
Haven House played a crucial role in supporting Harry and his family during this difficult time. Despite being in lockdown, Haven House made special arrangements to welcome them. Harry particularly remembers the comfort and guidance they received from the hospice staff, including a box of sensory toys for Rudy. This visit marked a turning point for Harry, giving him a sense of direction and support as he navigated his son’s illness.
Interestingly, Harry’s connection to Haven House extended beyond his family’s personal needs. Even before Rudy’s diagnosis, his company, Ocean Holidays, had committed to fundraising for the hospice. This corporate partnership continued even after Rudy’s diagnosis, creating a unique situation where Harry’s personal and professional life intersected in his support for Haven House. Since then, Harry’s family has continued to utilise Haven House’s services regularly, while he and his company remain actively involved in fundraising efforts.
Adding onto the conversation, Raphaella emphasised the dual burden faced by parents who are also employees. Beyond the emotional toll of a child’s illness, these parents provide constant, often overnight, practical care, essentially running a mini hospital at home. This relentless responsibility adds a significant layer of difficulty to navigating the workplace.
Harry concurred with Raphaella and Chris, highlighting the challenge of colleagues truly understanding the demanding nature of caring for a seriously ill child at home. He suggested that without firsthand experience, such as spending a significant amount of time with someone facing this situation, it’s very difficult to grasp the level of care involved.
Chris shared a personal anecdote about a vacation with friends after his daughter’s diagnosis. The extensive medical equipment they had to bring, and a situation where they needed to rush home due to his daughter’s illness, exposed the hidden reality of their daily lives. He noted that only certain people, like those in the military or care services, seemed to truly understand the constant state of preparedness and the level of care they provided. Chris emphasised that while outsiders might not comprehend their situation, they adapted and found ways to cope, making this challenging reality their “new normal.”
Malcolm expressed his gratitude for being included in the discussion and highlighted the importance of corporate partnerships like the one with Haven House. He explained that Macfarlanes has a long tradition of supporting charities chosen by their employees, emphasising the educational aspect of these partnerships in raising awareness about important social issues.
Malcolm then delved into the specific reasons behind choosing Haven House. He revealed two personal connections that made the partnership particularly meaningful. Firstly, a lawyer at his firm was sisters with a critical care nurse at Haven House, and secondly, one of his colleagues was friends with a Haven House trustee. Additionally, Malcolm himself grew up near Haven House and had been aware of the charity’s positive work for years.
While fundraising was important, Malcolm stressed that the partnership went beyond just raising money. It provided opportunities for Macfarlanes’ employees to get involved and support the cause directly. Over 200 people volunteered in various capacities, from gardening and working at charity shops to organisingfundraising events. This hands-on experience allowed them to gain a deeper understanding of Haven House’s work and dispel any negative preconceptions associated with hospices. Malcolm concluded by mentioning that many employees, including himself, were deeply moved by their visits to Haven House and the positive interactions with the staff.
Malcolm believed the partnership with Haven House was very impactful. He learnt a lot and felt the firm benefited greatly. He emphasised their existing focus on supporting employees holistically. While they can’t solve all personal problems, they strive to create an environment where people can thrive. This includes various support networks, mentoring programmes, and relevant policies. However, Malcolm stressed the most important factor is senior management truly embodying the value of supporting employees. Partnering with a charity like Haven House provided positive opportunities for employees to connect with causes they care about, fostering pride in their work and support. Ultimately, Malcolm defined compassionate business as optimising employee performance through empowerment and support, which he hoped Macfarlanes would achieve.
Everyone agreed that charity partnerships were beneficial for both businesses and charities. Ralph emphasised that such partnerships are a great way for businesses to showcase their values. Raphaella added that charities providing care resonate with most employees, and Malcolm highlighted that everyone in the firm felt a connection to Haven House due to the nature of their work. Chris, representing a small business, chimed in to mention that there are various ways for smaller companies to get involved, and Ralph agreed, mentioning their diverse fundraising events.
Chris argued that businesses should move away from the pre-pandemic expectation of five-day office work weeks. He highlighted how the COVID-19 pandemic forced companies to embrace remote work and demonstrated its effectiveness. Chris emphasised the importance of considering mental health alongside physical well-being, which became more prominent during the pandemic. He suggested that companies listen to their employees and find flexible work arrangements that optimise individual productivity. Chris expressed concern about the potential return to mandatory five-day office work, believing it’s not the most effective solution for today’s workforce.
Harry acknowledged the immense challenge of balancing his role as a business leader with caring for his son Rudy, especially during the pandemic’s impact on the travel industry. He emphasised that humans adapt and survive difficult situations, and his experience has been a reaction to circumstances. Harry highlighted his fortunate support system, including his family who provide direct care for Rudy, a supportive community (including Haven House), and incredibly understanding business partners who offered flexibility and didn’t question his priorities. He also credited the company culture at Ocean Holidays, where “doing the right thing” is a core value. Harry explained how colleagues stepped up to cover for him during Rudy’s hospitalisation without being asked, demonstrating the company’s supportive environment. He acknowledged the challenges of individual mindsets but stressed the importance of fostering a culture that values flexibility and support for caregivers.
Harry suggested that businesses should focus on Diversity, Equity, and Inclusion (DE&I) holistically. He emphasised including people with disabilities and neurodiversities, both as employees and customers. He argued that a diverse team with different perspectives can lead to better problem-solving and higher performance. Harry concluded by stating that businesses should prioritise debate, discussion, and data-driven decision-making over conformity and agreement.
Malcolm acknowledged the competitiveness of the legal sector and the need to recruit and retain top talent. He explained that while intelligence and drive are important, a well-rounded and fulfilling work environment is essential. By creating a compassionate atmosphere that allows people to be themselves and perform at their best, Macfarlanes attracts and retains high performers who are happy, fulfilled, and content. Malcolm emphasised that achieving personal contentment and performing at a high level are more realistic goals than simply chasing constant happiness.
Raphaella explained that while Haven House is located in Essex, there’s a wider network of children’s hospices across the UK. Listeners can find their local hospice through the website of their parent body, Together for Short Lives. She highlighted that children’s hospices are a growing movement globally, with a presence in Europe, America, Canada, and increasingly in Asia and the Middle East.
Ralph, in his closing remarks, emphasised the importance of a compassionate approach in business. He pointed out, through the stories shared, how support during difficult times fosters loyalty and strengthens the employer-employee relationship. He argued that neglecting such support leads to employee departures and loss of valuable talent. Ralph concluded by advocating for a proactive approach, encouraging businesses to seek out local charities to partner with and make a positive impact on their company culture.
