Now two years into the Company and Foundation strategies - first published in January 2024 - this update looks at the results of their implementation so far.
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Leathersellers’ Strategy Update
Welcome to The Leathersellers
Welcome to the Leathersellers. We enable individuals and communities by working with charities, foster opportunity through education, and support the leather industry. Through the Foundation’s programmes, and additional Company giving, we now award grants of £4m annually.
Strategy Structure
Organisational Aim
Now two years into the Company and Foundation strategies - first published in January 2024 - this update looks at the results of their implementation so far. Behind this progress is of course our membership and a dedicated staff team who continue to provide the stability, impetus, and ability to achieve our objectives, underpinned by our Guiding Principles of Compassion, Endeavour, and Independence. A shared sense of purpose, identity, and understanding of our role and place in society has been and will continue to be a determining factor in the successful outcome of this strategy and is evident in all that we do. It is through this that we have been able to confidently embrace new partnerships and areas of focus as well as strengthen a diverse and engaged community from our members and staff to our grantees, partners, and alumni.
It has been both encouraging and inspiring to see how our culture, empowered through the strategy, is coming to be defined, developed, and recognised. Much of our work during this period has been in service and acknowledgement of our roles as stewards. It is only because of the foresight and generosity of our forebears that we have inherited and are responsible for an extraordinary legacy, a platform for opportunity, that we strive to grow in step with our charitable ambition and the same commitment to future generations. I know that our members and staff team look forward to building on this progress as we seek to increase our impact, learn, and continually improve. Matthew Lawrence Chief Executive and Clerk to the Company
Mission Statement
Company Purpose
Foundation Purpose
Company Objectives
Foundation Objectives
Company Outcomes
Foundation Outcomes
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Leathersellers’ Strategy Update
Guiding Principles
GUIDING PRINCIPLES
Our Guiding Principles are truths that serve as a foundation for how we operate. They are based on centuries of consistent application and our activity and ambitions in the present day. Our Guiding Principles are embedded across our organisational identity and in the way we choose to carry out our strategic objectives.
Compassion
Endeavour
Independence
Compassion lies at the core of our identity and purpose. We have an enduring charitable legacy, from 1444 to the present day. We are committed to the support and service of others.
We endeavour to be the best we can be, striving for excellence in our approaches and practices, being ready to learn and to set examples of leadership.
Our independence, based on a 600-year heritage, informs our responsibilities as stewards in the present, gives us an ability to innovate, and to respond to needs and opportunities.
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Leathersellers’ Strategy Update
Guiding Principles
GUIDING PRINCIPLES IN OPERATION
As intended our Guiding Principles have been and are being actively practised and reflected upon. In the last few years they have continued to provide a useful framework to help us describe and understand our work, informed and affirmed by six centuries of history. It is because they are based on enduring characteristics that we have seen the extent of their application, from accessing and explaining areas of our work in conversation and communications, to staff appraisals. Most evident in the work of the Foundation, but also in our approach to members, staff members, guests and partners, is our compassion . It is often embodied in the individual relationships we have, striving to really know, hear and understand the organisations and individuals we work with, and in the way we enable and connect communities across our portfolio of grantmaking, using our assets to add additional value to these relationships wherever we can. Our endeavour is driven through a desire for continuous improvement and where possible, demonstrable leadership, whether as a funder (evidenced by external reviews and feedback); in the fellowship our members offer one another;
as a host in the quality of our events; or in stewarding our assets, from moving corporate and Foundation investments to ESG managed funds to the completion of major defining projects such as the full renovation and letting of St Helen’s Place. The ability to respond quickly, innovate, and engage with new and long-standing partners is marked by our independence . This imparts the space and confidence to explore new ideas and opportunities, review evidence, and consider the strategic needs of the portfolio or work area. We have pivoted into new areas such as supporting the care-experienced, consistent with our history of engaging with under-served communities; not to mention the continuation of a dedicated fund for responsive grant making which is being used to great effect, not just funding critical work, but also as a wider tool to signal understanding and awareness of social issues that often require national recognition. In the City of London, our independence affords us the flexibility to collaborate with other livery companies with whom we share common purpose.
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Leathersellers’ Strategy Update
Aim & Mission
AIM & MISSION
Organisational Aim
FULFILLING OUR HISTORIC PURPOSE AS A PLATFORM FOR OPPORTUNITY As stewards of an enduring legacy, we are driven by charitable ambition and our responsibility to future generations. Mission Statement
Martin Dove, Master of the Leathersellers 2025–2026.
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Leathersellers’ Strategy Update
Our Purpose
COMPANY PURPOSE
FOUNDATION PURPOSE
Company Purpose
To enable individuals and communities by working with charities; to foster opportunity through education; and to support the leather industry. Foundation Purpose
To steward our assets (financial, historic, and relational) and support the work of The Leathersellers’ Foundation – striving for each generation of members to pass on a better organisation.
Objectives
Objectives
➀ T o ensure long-term stewardship of our financial, historic and relational assets. ➁ T o be an open, engaged and responsive organisation, building on our positive legacy and reputation. ➂ T o support the delivery and impact of our charitable, educational, leather trade, City and wider communities. ➃ To support the Foundation to increase the impact of its work.
➀ T o be a best practice funder, demonstrating trust, transparency and flexibility, to create the most added value for our grantees. ➁ To provide sound financial stewardship. ➂ To drive impact and long-term change in our funded areas. ➃ To leverage the added value of the Leathersellers’ community.
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Leathersellers’ Strategy Update
The Company Objectives
Objective 1: TO ENSURE LONG-TERM STEWARDSHIP OF OUR FINANCIAL, HISTORIC AND RELATIONAL ASSETS
Outcomes
Objective Narrative
The long-term stewardship of our assets (in the widest sense) is the most important driver behind the longevity and financial health of the Leathersellers. The more opportunities we have to develop financial value and capitalise on the skills and involvement of our members and partners, the more we can drive our charitable ambition.
• Manage risk effectively and exercise financial control, to steward and maintain the longevity of assets. • Foster strong governance, by embedding strong policies and procedures that are actively promoted and pursued. • Identify and realise opportunity to create financial value. • Develop an engaged and diverse membership and staff with the skills, commitment and assets to underpin the Company and Foundation’s strength, balance and focus over the long-term.
Left. The top of the staircase at Leathersellers’ Hall with stained glass by Leonard Walker depicting King Henry VI who granted the Leathersellers’ Company its charter of incorporation in 1444.
Right. 2024–2025 marked the completion of all refurbishment and lettings projects in St Helen’s Place.
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Leathersellers’ Strategy Update
The Company Objectives
Objective 1:
TO ENSURE LONG-TERM STEWARDSHIP OF OUR FINANCIAL, HISTORIC AND RELATIONAL ASSETS
Progress
Challenges and Opportunities
• Completed and fully let Number 3 St Helen’s Place. • Updated and introduced strong over- arching risk management, review processes, and policies including new Finance Policy and updated Staff Handbook (summer 2024). • Fulfilled £5.5m capital transfer from the Company to the Foundation’s endowment. • Strengthened governance through increased contribution of junior members serving on committees (e.g. Leather Trade, Property, Charity and Investment-Sub). • Evolved the staff team to ensure effective and efficient running of the portfolio.
• The breadth of our work means we operate in an increasingly complex regulatory environment, which requires additional risk management and resources to keep pace with these changes and our obligations in areas such as security, safeguarding and health and safety. • There are significant opportunities related to the long-term management and development of our assets as well as the evolving and changing nature of the membership.
• Increased engagement and understanding of our work as highlighted by the Membership Survey – 95% of members in the 2024 Members’ Survey would be likely or extremely likely to recommend the Company, compared to 80% overall in 2020. • Launched Safeguarding Policy and Code of Conduct.
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Leathersellers’ Strategy Update
The Company Objectives
Objective 2: TO BE AN OPEN, ENGAGED AND RESPONSIVE ORGANISATION, BUILDING ON OUR POSITIVE LEGACY AND REPUTATION
Outcomes
Objective Narrative
• Increase understanding and appreciation of our work. • Build and leverage our wider network and partners in the City of London and beyond. • Develop our Environmental, Social and Governance approaches and practices.
Building on our positive reputation by strengthening our networks and clearly communicating our impact. We will continue to reinforce this by implementing best practice and through bringing the work of the organisation closer to members, staff and partners.
Joyce Addai-Davis, fashion research tutor at the Royal College of Art where The Leathersellers’ Foundation supported her with a grant to study for an MA in 2021.
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Leathersellers’ Strategy Update
The Company Objectives
Objective 2: TO BE AN OPEN, ENGAGED AND RESPONSIVE ORGANISATION, BUILDING ON OUR POSITIVE LEGACY AND REPUTATION
Challenges and Opportunities
Progress
• Continued to build a range of partnerships across the City of London, such as the joint Early Years programme with the Merchant Taylors’ Foundation and the Furniture Makers’ leather prize, as well as participating in sporting events as shown in the Lord Mayor’s Cup football tournament. • Increased engagement with the Leathersellers’ Alumni network and continued to grow the community through events, mentoring, and digital outreach. • Enabled junior members to engage in grant giving and to learn best practice through the Small Grants programme and Student Grants interview panel. • Became the first livery company to achieve SBTi (Science Based Targets initiative) accreditation.
• Shared knowledge and experience with other livery company charities through pioneering use of 360 Giving reporting. • Continued to invest in the benefits afforded to grantees through the Added Value programme - going beyond grant-funding to support further the work of our partners in Charity, Education, Leather and in the City of London. • Transferred Company investment portfolio to ESG fund (April 2025), resulting in a significant reduction of carbon emissions. • Improved governance effectiveness and efficiency through strategic clarity.
• Increasing the diversity of the membership is a long-term ambition and requires consistent and committed action to achieve this vision, aware and alert to how we must connect, engage, and evolve, seeking the best possible membership experience. • Enhancing engagement with our partners and strengthening understanding of our objectives presents a continuing opportunity, particularly with those working in areas of shared strategic priority. • A complex and evolving ESG environment requires focus to best anticipate, understand and meet these challenges with a measured and considered response, taking into account wider approaches of partners within the City of London and beyond.
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Leathersellers’ Strategy Update
The Company Objectives
Objective 3: TO SUPPORT THE DELIVERY AND IMPACT OF OUR CHARITABLE, EDUCATIONAL, LEATHER TRADE, CITY AND WIDER COMMUNITIES
Outcomes
Objective Narrative
The Company has long-standing, and more recent, formal and informal responsibilities, obligations and connections. It aims to play a key part in contributing to the success of these closely related organisations and communities.
• Provide skilled and engaged support in our formal external governance roles. • Support the civic, ceremonial, philanthropic and social activities of the City of London; and our military affiliations.
• Support a thriving, sustainable and connected leather industry offering opportunity to tanners, designers, makers and conservators.
Rosie Bolton, Head of Centre at the Leather Conservation Centre (LCC). In addition to long-term support, The Leathersellers’ Foundation and Company have awarded a combined £260,000 of grants to the LCC since 2023, some of which has helped facilitate a move to new premises in Leicester.
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Leathersellers’ Strategy Update
The Company Objectives
Objective 3:
TO SUPPORT THE DELIVERY AND IMPACT OF OUR CHARITABLE, EDUCATIONAL, LEATHER TRADE, CITY AND WIDER COMMUNITIES
Progress
Challenges and Opportunities
• Supported the Leathersellers’ Federation of Schools with the transition to Academy status. • Continued strong engagement with Colfe’s School, contributing to management and governance development. • Reinforced strong position of Leathersellers’ Close almshouses, supported by Trustee and senior Leathersellers’ staff. • Demonstrated civic support for the City of London through Liveryman Alderman Greg Jones’s year as Sheriff. • Launched the separately defined City strategy and fund with considered and collaborative approach to City and Livery initiatives such as: No Going Back; Livery Kitchen/Food Harvest; and the Lord Mayor’s Big Curry Lunch.
• Defined and signed our commitment to the Armed Forces Covenant. • Became a member of Leather Naturally and facilitated wider leather community initiatives and projects such as ongoing support and funding of the Leather Conservation Centre. • Grew the number of new members with links to, or working in, the leather industry. • Adopted Britannia Royal Naval College as a new military affiliate.
• There remain challenging economic pressures facing partners across the sectors we support. This necessitates a responsive and holistic understanding of wider factors that can impact our partners and the outcome of our strategic objectives. • Driven by a new leather strategy we are growing a network of university and education partners, tanners, leatherworkers, and conservators, helping the industry adapt to a changing landscape and take advantage of any opportunities that arise, particularly in education. • Deepening relationships with our military affiliates offers an opportunity to further articulate and communicate why these partnerships continue to matter, especially given the current national threat profile and the obligation, placed on organisations who can, to contribute.
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Leathersellers’ Strategy Update
The Company Objectives
Objective 4: TO SUPPORT THE FOUNDATION TO INCREASE THE IMPACT OF ITS WORK
Outcomes
Objective Narrative
• Company financial surplus released to increase financial giving. • Continue to add value by leveraging the Leathersellers’ non-financial assets in support of the Foundation’s aims to help deliver targeted and impactful grant-giving (including members, the Committees, the Hall and staff).
The Foundation’s charitable ambition is the embodiment of a Livery that contributes to society. The more support the Company can offer the Foundation financially or through other means, the more impact is created.
Link & Learn at Leathersellers’ Hall. This annual one-day event gives grantees, who are all working to prevent and tackle the consequences of Adverse Childhood Experiences, a chance to meet with fellow charities working in this area and provides an opportunity to reflect on their work, learn from each other, and find new approaches to challenges.
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Leathersellers’ Strategy Update
The Company Objectives
Objective 4: TO SUPPORT THE FOUNDATION TO INCREASE THE IMPACT OF ITS WORK
Challenges and Opportunities
Progress
• Transferred £5.5m from the Company to the Foundation’s endowment. • Significantly contributed to the work of supported organisations and individuals through use of Leathersellers’ Hall. • Helped to advance social mobility through work experience collaboration with the Leathersellers’ Federation of Schools and CapGen (Company adviser). • Provided one-off help to support existing grantees through Master’s & Warden’s grants (additional funds allocated at the discretion of the Chair and senior Board members) e.g. a repair grant to Manchester Action on Street Health and elective funding for student grantee. • Delivered pro bono support from Leathersellers’ staff for funding applications and communications.
• Finding an ambitious yet sustainable yield on the Foundation’s endowment is a challenge that must be balanced with our roles as long-term stewards and our responsibility to create the most impact possible in the present day, where demand greatly exceeds the resources of local and community services. • Optimising our assets for the benefit of the Foundation presents future opportunities, not only through the release of Company funds to the endowment and transactions in the property portfolio, but also via the use of Leathersellers’ Hall to host events and convene strategic partners.
Nashly Castrillon is a holder of a Leathersellers’ Foundation Student Grant, and an alumna of the Leathersellers’ Federation of Schools, who took part in a work experience placement at Capital Generation Partners, one of the Company’s advisers.
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Leathersellers’ Strategy Update
The Foundation Objectives
Objective 1: TO BE A BEST PRACTICE FUNDER, DEMONSTRATING TRUST, TRANSPARENCY AND FLEXIBILITY, TO CREATE THE MOST ADDED VALUE FOR OUR GRANTEES
Outcomes
Objective Narrative
This objective focuses on being a modern Foundation, that is confident in what it hopes to achieve. It aims to deliver the best for its grantees and adds value to its communities.
• Prioritise the needs of grantees in the design and delivery of all grants processes. • Trustees, Committees and staff make timely and objective decisions, actively using existing evidence base. • Communicate with openness and purpose.
Carlos Salvador Joao, CEO of Football Journeys, a Leathersellers’ Foundation grantee using football and film to help connect communities and empower young people.
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Leathersellers’ Strategy Update
The Foundation Objectives
Objective 1: TO BE A BEST PRACTICE FUNDER, DEMONSTRATING TRUST, TRANSPARENCY AND FLEXIBILITY, TO CREATE THE MOST ADDED VALUE FOR OUR GRANTEES
Progress
Challenges and Opportunities • The Foundation’s grantees are experiencing not just a challenging funding landscape but also the effects of other national trends which impact on their ability to deliver services. It is right to consider how the Foundation is able to effectively support changing and evolving circumstances, which includes an appreciation and acceptance of increased risk. • Providing balance across multiple areas of operation, including governance and the speed of grant allocation is also a challenge, as well the balance between the quality of ongoing programme delivery and the time spent investing in sharing learning, new opportunities and partnerships. • Reviewing the Foundation’s approaches and practices presents an opportunity
• Adopted conversational reporting; implemented expressions of interest and invite only rounds as appropriate; extended geographical reach; and improved clarity of programme objectives. • Sought and acted upon feedback e.g. annual charity grantee survey to inform Link & Learn topics; Adverse Childhood Experiences criteria published following applicant feedback; launched new annual perception survey (summer 2024) for both successful and unsuccessful applicants. • Facilitated transparency and accessibility through web design (e.g. success rates);
format including criteria, timelines, expectations and definitions as needed). • Applied evidence to inform and drive decisions by committee members and trustees - e.g. Responsive Grants and Education Single Year Grant programme consultations. • Utilised social media to inform and amplify the work of grantees. • Awarded inflation derived increases to charity grantees for multi-year grants made in 2022/23 and 2023/24, responding to economic dynamics. • Published the Preventing and Tackling Adverse Childhood Experiences Initial Summary Report.
for continual improvement. The Foundation took part in the Foundation Practice Review assessment (a project initiated to enhance the approach of all UK charitable foundations) and will look to opt-in in future years. Internal funding approaches are also consistently reviewed to ensure fairness and inclusivity across the grant making programmes.
and helped to increase grantee understanding through enhanced
application processes (e.g. uniform details given for each programme in recognisable
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Leathersellers’ Strategy Update
The Foundation Objectives
Objective 2: TO PROVIDE SOUND FINANCIAL STEWARDSHIP
Outcomes
Objective Narrative
Active and skilled stewardship, mindful of governance and societal change, is crucial to ensure the Foundation can continue and grow its impact through grant giving.
• Commitment to ongoing value optimisation to ensure we can continue to grant as much as possible. • Consider and embed environmental, social and governance (ESG) factors regarding the Foundation’s operations and assets. • Ensure trustees are engaged and informed regarding risk, their roles and responsibilities.
Children at a workshop run by Foundation grantee, Visyon, who have been supporting the emotional health of children, young people and their families in the Cheshire and Staffordshire Moorlands areas since 1994.
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Leathersellers’ Strategy Update
The Foundation Objectives
Objective 2: TO PROVIDE SOUND FINANCIAL STEWARDSHIP
Progress
Challenges and Opportunities • As the Foundation evolves and widens connections in strategic areas of Adverse Childhood Experiences, Social Mobility and Leather, this increases opportunities to advance positive change. • The Foundation supports a broad base of grantees whose voices, involvement and inclusion in programme and area development offers an opportunity to diversify engagement and improve accountability and impact e.g. hosting roundtables.
• Increased total amount of giving to around £4m – made possible by strong oversight of assets and through support from the Company. • Transferred endowment to ESG fund and enhanced sustainability of endowment through trustee engagement. • Developed wider and more diverse engagement through committees and grant panels, as well as with the membership through grantee relationships (visits, events) and trustees through reporting. • Enabled provision for underserved sector by focusing Student Grants programme on care-experienced students using an evidence-based approach.
• Added risk as a standing item for the Charity Committee, which is provided with a list of emerging risks at each meeting. • Achieved greater understanding of grantee funding environment enabling trustees to assume more risk in certain areas e.g. reserves.
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Leathersellers’ Strategy Update
The Foundation Objectives
Objective 3: TO DRIVE IMPACT AND LONG-TERM CHANGE IN OUR FUNDED AREAS
Outcomes
Objective Narrative
The more positive impact we have the more we add value to our grantees. This objective ensures the Foundation is set up for success and is structured in a way that it can learn to maximise its positive impact on communities and grantees.
• Measure and communicate the outcomes and impact of our work to advance knowledge, and inform our strategic and financial approach through sharing learning and responding to evidence and opportunities. • Convene and collaborate with others to foster purposeful connections and to achieve greater impact. • Be a trusted partner and resource to enable the philanthropy of others.
Junior Art Club at charity The Mill, grantee of the Leathersellers’ Foundation’s Small Grants Programme, which provides one-off grants of up to £5,000 to charities based anywhere in the United Kingdom.
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Leathersellers’ Strategy Update
The Foundation Objectives
Objective 3: TO DRIVE IMPACT AND LONG-TERM CHANGE IN OUR FUNDED AREAS
Progress
Challenges and Opportunities • The portfolio of grant giving programmes remains very broad and potentially limits the capacity to develop further partnerships within the constraints of current resources. There is also the challenge of how to engage in depth and grow impact when consistently high demand across multiple strategic areas stretches capacity. • Greater strategic focus can however help temper these challenges and provide opportunities for learning and engagement with key partners.
• Invested in reviews, frameworks and evaluation to drive understanding and demonstrate impact: Social Mobility Review, and Student Grants Evaluation. • Advanced collaboration to increase impact with Merchant Taylors’ Foundation, Jack Petchey Foundation, British Leather Industry Development Fund, Haberdashers’ Company, Furniture Makers’ Company, Blackbullion, and others. • Fostered partnerships across the portfolio – e.g. with other leather livery companies and leather education partners; Colfe’s/ City of London; and careers support at the Leathersellers’ Federation of Schools. • Developed Evaluation Frameworks for ACEs and Education (Leather to be developed), allowing continual and consistent monitoring from year one of each grant.
• Demonstrated the success of Link & Learn by receiving positive feedback as well as ongoing participation of grantees and Foundation partners. • Participated in engagement with livery and wider philanthropy and education networks (London Funders, IVAR, ACF, GFN); received frequent requests for guest speakers and to share learning. • Helped and enabled grantees to leverage other funding and resources.
• Assessment Frameworks enhance understanding among Trustees and wider membership and evidence continual improvement.
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Leathersellers’ Strategy Update
The Foundation Objectives
Objective 4: TO LEVERAGE THE ADDED VALUE OF THE LEATHERSELLERS’ COMMUNITY
Outcomes
Objective Narrative
The Foundation is the fulfilment of the Leathersellers’ charitable ambition, providing and contributing to the support of individuals and communities in various ways.
• Provide charitable purpose for surplus Company funds. • Engage membership and alumni network for shared benefit and facilitating connections.
Candice Lau is a leather and clay artist and member of the Leathersellers’ Freedom. Candice received the Cockpit Arts Leathersellers’ Award in 2015 and 2016, and the Queen Elizabeth Scholarship Trust Leathersellers’ Award in 2017.
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Leathersellers’ Strategy Update
The Foundation Objectives
Objective 4: TO LEVERAGE THE ADDED VALUE OF THE LEATHERSELLERS’ COMMUNITY
Progress
Challenges and Opportunities • The growth and level of positive engagement with the alumni network means there is significant potential for mutual benefit. However this brings challenges with methods of engagement and resourcing. • The Personal Giving programme reflects the involvement, participation and generosity of the Leathersellers’ membership and provides added depth to our Guiding Principles. Seeking efficient and sustainable growth will remain a long-term goal. • The funding need and level of applications in all programme areas demonstrates the opportunity to increase giving. • Development of digital customer relationship management tools offers the opportunity to further promote engagement (financial and volunteering) with the membership and alumni.
• Provided financial clarity and created opportunities through giving area strategies – deepening understanding and demonstrating impact. • Enabled greater efficiency and impact through increased Company giving and a more focused portfolio. • Implemented a communications plan, which is increasing understanding of the Foundation’s work with members, alumni and wider audiences. • Enhanced positive member and alumni engagement with mentor programme through partnership with grantee Power2. • Welcomed alumni into the membership and wider supportive roles
Leyla Reveillon is a member of the Leathersellers’ Freedom, an alumna of the Leathersellers’ Federation of Schools, and is a member of the Local Governing Body at Prendergast School.
Front cover: Olivia Parkinson is a graduate of the Jimmy Choo Academy and was awarded Collection of the Year in 2025. The Leathersellers’ Foundation supports the Jimmy Choo Academy with access to leather as part of the Surplus Leather Project and via a grant to provide specialist leather masterclasses. Foundation introductory page: Paula Mates, Clinical Lead Psychotherapist at Adverse Childhood Experiences grantee, DENS. The Leathersellers’ Foundation’s ACEs Main Grants Programme provides multi-year funding to ACEs-focused charities throughout the UK. Funded partners work with people of all ages affected by ACEs, including infants, soon-to-be parents, young people and adults.
The Leathersellers 7 St Helen’s Place Bishopsgate London EC3A 6AB
Photography by Paul Read, Callum Toy and Jayne Lloyd
leathersellers.org
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