Case Study: Brewers Decorator Centres

About Brewers

Brewers Decorator Centres is the UK’s largest independent decorating merchant, with just under 2,000 colleagues working across the country.

As a family business, Brewers is guided by a clear mission – to play its part in making the world a brighter place. That mission shapes how the organisation thinks about sustainability, supplier relationships, and being a great employer.

Inclusion already mattered at Brewers – but leaders wanted to make sure it was more visible, better understood, and part of how people lead every day.

The Goal

• Help managers feel confident talking about inclusion
• Make DEI part of everyday leadership, not a one-off activity
• Create space for learning without defensiveness
• Support the wider “Together” programme and employee voice
• Strengthen Brewers’ reputation as a great place to work

Before working with Mix, Brewers had taken some positive steps – including manager training and optional e-learning. However, DEI wasn’t yet part of the regular leadership conversation.

Buy-in varied, and inclusion could feel like a side topic rather than something closely linked to effective management. A small number of internal conversations and exit interviews helped crystallise the need for a more focused approach.

Senior leaders wanted expert support – and an authoritative voice – to help move inclusion from “something we do” to “how we lead”.

What We Did

Mix worked closely with Brewers from the start – taking time to understand the organisation, its sites, and the reality of day-to-day work.

Rather than delivering off-the-shelf training, Mix designed sessions specifically for Brewers. This made the content feel relevant, practical, and grounded in real situations managers recognised.

The training was designed to be:

• Interactive and discussion-based

• Thoughtful, not confrontational

• Focused on everyday behaviours and decisions

• Directly linked to leadership responsibilities

What This Looked Like in Practice

• 374 managers completed training – covering almost the entire management cohort

• Sessions were delivered face-to-face, helping build trust and engagement

• Managers were encouraged to reflect, ask questions, and learn from one another

 Inclusive leadership training was delivered to Brewers’ management population as part of the wider “Together” programme.

The training wasn’t treated as a one-off. Instead, it became a springboard for wider conversations and action.

Off the back of the programme, Brewers expanded its focus on inclusion by introducing neurodiversity webinars in partnership with a charity, rolling out active bystander training, and continuing to link DEI with wider wellbeing initiatives. This helped reinforce that inclusion is an ongoing commitment, not a single intervention.

“The design phase was really helpful. Mix spent time understanding what our environment looks like – so the training felt relevant, not generic.”
Tristan Oliver – Learning and Development Manager

What changed?

Feedback from colleagues has been very encouraging. In Brewers’ 2024 colleague survey, employees rated the company’s efforts to promote diversity and inclusion an average of 8.2 out of 10. Nearly a third of respondents gave a full 10 out of 10, suggesting that many people are genuinely noticing – and valuing – the steps being taken.

Formal evaluation data showed strong impact:

• 82% said the training would make them a more effective leader

• 93% said it was relevant to their role

• 91% would recommend it to a colleague

• 44% evaluation response rate – in line with internal benchmarks

Just as importantly, the training helped shift attitudes. Early nerves gave way to more thoughtful conversations, and positive word-of-mouth increased engagement as the programme rolled out.

“Pauline has been fantastic. People talk about how welcoming she is and how insightful the sessions are.”

Challenges Along the Way

As with any new initiative, the biggest challenge came at the start.

For some managers, inclusion didn’t immediately feel connected to day-to-day leadership or commercial priorities. There was also a degree of nervousness about what the training might involve. That shifted quickly once people experienced the sessions for themselves. The non-confrontational approach, practical examples and open discussion helped build trust – and positive feedback from early participants encouraged others to engage more openly.

“Once people realised it wasn’t confrontational, and that it was about everyday behaviours, the reputation of the training became really positive.”

What’s Next?

Brewers is continuing to build on this work. Plans include refreshing and expanding the “Together” group as the business grows, investing further in neurodiversity and active bystander training, and strengthening support around mental health and menopause. Combined, these next steps help ensure inclusion remains part of everyday working life, rather than something that sits on the sidelines.

By partnering with Mix, Brewers has moved inclusion from the margins into the mainstream of leadership practice. A tailored approach, expert facilitation, and strong internal backing have helped create confidence, better conversations, and a more inclusive culture – aligned with Brewers’ mission to make the world a brighter place.