Article
Change
Fashion
5 min read

To buy or not to buy, that is the question

Fast fashion antidote brand, Yes Friends, set out to save the world one t-shirt at a time.

Belle is the staff writer at Seen & Unseen and co-host of its Re-enchanting podcast.

Yes Friends campaign
Olu and Funsho model Yes Friends t-shirts.
Photo: Yes Friends.

How seriously do you take your moral conscience? How much heed do you pay to your inner monologue? 

Sam Mabley, one of the founders of Yes Friends, was wandering around a shopping centre one day when his conscience told him that he couldn’t buy any item of clothing that was made un-ethically. Any garment which had in any way contributed to the exploitation of those who had made it was simply off limits.   

To buy or not to buy: it was, and is, a question of justice.  

It may be helpful at this point to remind ourselves why, to put such a thought in context.  

The global garment industry is growing at an unprecedented rate. Having doubled in size in the past fifteen years (in terms of global revenue), it is predicted that by 2030, the industry will have grown by another 63%. What’s more, if it continues to operate at the speed and intensity we’re seeing at present, it will devour far more resources than the earth can possibly provide. This world of ours has never seen anything quite like this.  

The garment industry has therefore, unsurprisingly, become the most labour-dependent industry of our age. In particular, the ‘fast’ fashion industry (a large swathe of the industry that relies on incredibly fast, cheap, and large-scale production) is being propped up by a vast and complex supply chain. It quite literally spans continents. And somewhere, often lost in the middle of it all, are the near sixty-million garment workers, the vast majority of whom are living in poverty.  

Despite it being widely acknowledged as a Human Right, millions of garment workers are being denied a liveable wage. They are drastically over-worked and perpetually under-paid, working in notably dangerous conditions (the likes of which are often highlighted by news of factory fires that continue to take lives in Bangladesh) and denied any form of job security.  

All of this is being relentlessly driven by our insatiable demand.  

With this context in mind, back to Sam.  

Their entire business model exists to be a correction of an industry that is so harmful it can be hard to fathom, and yet, there’s no doom present in the DNA of Yes Friends. 

A few years after his conscience began to nudge him and he’d consequently set up an ethical clothing shop, Sam found himself unexpectedly stumbling upon Bible verses such as, 

‘So I will come to put you on trial. I will be quick to testify against sorcerers, adulterers and perjurers, against those who defraud laborers of their wages’ 

And even,  

‘Look! The wages you failed to pay the workers who mowed your fields are crying out against you. The cries of the harvesters have reached the ears of the Lord Almighty.’ 

That can often happen. One finds themselves bumping into bible verses as one unexpectedly bumps into an old friend that they had just found themselves thinking about – just at the perfect time. You can consider it coincidence, or as Sam did, you can consider it confirmation.  

Fast-forward to April 2021, Sam and a band of merry co-founders launched a strategically simple campaign that caught a huge amount of attention: they encouraged consumers to pre-order a plain white T-shirt for £7.99, thus showcasing that ethical fashion doesn’t have to be unachievably expensive. And two-thousand people did just that (many of whom doubled up, bringing in around 4,000 initial orders), they bought into a product and, more importantly, into an idea. With large scale, small margins, and the will to do things differently, our most foundational items of clothing don’t have to cost the (literal) earth. Yes Friends have proved it.  

When chatting to Sam and Dan (another of Yes Friends’ original pioneers), I was struck by how their hopefulness had, and still does have, practical application. Their entire business model exists to be a correction of an industry that is so harmful it can be hard to fathom, and yet, there is no doom present in the DNA of Yes Friends. On the contrary, optimism and joy are baked into this brand. It reminded me of a conversation I had with Lord Micheal Hastings, a man who has spent his entire life ‘bending the power of the prosperous to the potential of the poor,’ who was a guest on the first season of the Re-Enchanting podcast. Lord Micheal met my gloomy admission that I so often feel too small to be any kind of solution to the world’s many injustices with the kindest and most profound telling off I’ve ever received. He said,  

‘We’re too big not to be the solution. What fills the space of the problem should be our optimism. We should be willing to step into the breach where things don’t work and make them work’.  

And that’s exactly what Yes Friends are doing. Sam’s words had that exact optimism in them when he simply said, ‘we can do this better, so why don’t we?’. He and his team have consequently stepped into the breach where things aren’t working and are showing that things can work in a fairer, non-exploitative, far more conscious way. They are working with a solar powered, water-positive, Fair Trade certified factory in Northern India. On top of this, Yes Friends has pioneered a bonus scheme, paying an additional premium directly to the garment workers, ensuring that they receive a good wage.  

And what’s really striking about Yes Friends’ success, aside from the fact that they’re saving the world one t-shirt at a time, is that their defiant optimism is proving to be rather infectious.  

As noted, it strikes me that when people are buying products from Yes Friends - as well as buying a beautifully crafted piece of clothing – they are purchasing a piece of this defiant hopefulness. People are buying into a better way, committing to making a better choice. It’s this way of innovating that can create a truly circular way of consuming: Yes Friends are serving their customer base, who are serving the garment workers, who are then re-serving the customer base. And on it goes.  

The brand has cultivated such a good relationship with their customers that they have managed to incorporate their voices into the creative process. Their customers are continually encouraged to communicate their wants/needs and even have a say in the design of the clothing.  

Yes Friends are making wonderful, high quality, clothes; and they’re dispelling any kind of ‘it just is the way it is’ myths along the way.  

So, back to our key question. To buy or not to buy? When it comes to Yes Friends products, I should think the answer is obvious.  

Article
Character
Community
Economics
4 min read

Local businesses can love their neighbours, here’s how

The powerful partnerships quietly transforming Britain's towns
A knitted post box topper shows a group of people and the word powerhouse.
Celebrating Didcot's Powerhouse group.

In just three years, an Oxfordshire market town has cracked a code that's eluded community development experts for decades. The Didcot Powerhouse Fund has delivered £400,000 in grants to nearly 9,000 residents, proving that when local businesses and civic leaders work together, they can achieve remarkable results. 

Didcot's success is all the more remarkable given its context. Surrounded by world-class science campuses and the prosperity they bring, the town is simultaneously home to pockets of serious social and economic deprivation. This stark inequality demanded a fresh model for corporate giving – one that could bridge the gap between the wealth generated by cutting-edge research facilities and the struggling families living in their shadow. 

The fund's approach offers a blueprint for addressing one of Britain's most persistent challenges: how to harness private sector resources for genuine community benefit. Within five months of launching, it had generated £100,000 in grants. By year three, it had distributed 70 grants across Greater Didcot's 46,000 residents, tackling everything from domestic abuse support to youth skills training. 

What makes Didcot remarkable isn't just the money – it's the method. The fund, chaired by Oxfordshire Deputy Lieutenant Elizabeth Paris, doesn't simply write cheques. It convenes businesses, charities, local government and faith leaders in the same room, mapping community needs and systematically filling gaps. This year's annual impact event, hosted by the European Space Agency, drew 160 guests who would rarely otherwise meet. 

This model represents a fundamental shift from traditional corporate social responsibility. Rather than companies making isolated charitable donations, the Didcot approach creates sustained partnerships that leverage professional networks, legal expertise and grant-writing skills alongside financial resources. 

The success reflects a broader civic renewal happening across Britain, much of it led by the country's 5.5 million small and medium enterprises (SMEs). Across the UK, these businesses are showing what it means to contribute not just economically, but socially, to their local communities. They do so quietly — through their skills, relationships, and a belief in stewardship. 

Last winter, fuel-allowance reductions left many families wondering how to heat their homes. In East Yorkshire, a coalition of community groups supported by an SME mobilised at speed, distributing thousands of pounds in emergency vouchers. Similar efforts in Cambridgeshire and Nottinghamshire reached nearly 300 residents with targeted help. These acts made all the difference close to home. 

SMEs employ 60 per cent of the UK workforce, but their real power lies in their embeddedness within local communities. They understand local needs in ways that distant corporations or central government cannot. And SMEs, as groups of individuals united by a common purpose, have the unique ability to be good neighbours in the communities they serve. The most effective business leaders understand that creating real value comes from cooperation – from working alongside others to meet shared needs.  

Successful SMEs engage actively with their local communities because doing so helps them understand the people they serve, earns trust, and provides services that genuinely matter. This requires spending time with people, asking thoughtful questions, and recognising that local relationships are central to resilience.  

Through my role as Lord-Lieutenant of Oxfordshire, alongside our team of 40 Deputy-Lieutenants, I witness this transformation first-hand. We engage with tens of thousands of people annually and can report that this quiet civic renewal is both important and accelerating. 

From the Isle of Wight, where former vehicle technician Jan retrained as an energy retrofit assessor to help neighbours cut bills and carbon emissions, to East Yorkshire, where community groups and local firms mobilised to distribute emergency fuel vouchers, SMEs are proving themselves to be critical civic actors. 

The most striking example may be Inveraray on Scotland's west coast, where the historic Local Pier had been shuttered for a decade. A local charity, supported by regional SMEs, raised over £275,000 across seven funding bids. The pier reopened in April 2024, now hosting monthly farmers' markets. As Linda Divers, Chair of Inveraray Community Council, said at the ribbon-cutting: "That vote of confidence turned a dream into reality." 

This matters because trust – the foundation of effective community action – is built through personal relationships. A 2023 King's College London study found that 98 per cent of UK residents trust people they know personally. SMEs, rooted in their communities, are uniquely positioned to nurture and leverage this trust. 

Parliament is taking notice. The Business and Trade Committee has launched an inquiry into what small firms need to thrive, with Chair Liam Byrne calling them "the engine room of growth and our biggest employer." 

The potential is enormous. Imagine businesses helping food banks become comprehensive community hubs. Picture digital skills clinics helping charities navigate AI-ready grant applications. Envision hundreds more professionals like Jan, retrained into green jobs that serve both local communities and environmental goals. 

The Didcot model shows this isn't utopian thinking – it's happening now. What's needed is recognition that the story is changing: from businesses as standalone economic actors to businesses as community builders, aligned with local purpose. 

At its heart, this kind of community investment reflects a deep, shared commitment to neighbourly love – not as a sentiment, but as a practical responsibility. To be a good neighbour is to recognise the inherent worth in every person, and to act with generosity, care, and purpose.  

It even calls us to see one another not as strangers or competitors, but as people closely connected, each carrying something of the same human dignity and potential. This recognition demands action: to build relationships that endure, to work for the good of all, and to strengthen the ties that bind communities together. 

The work of SMEs and local leaders across the UK embodies these values, offering a powerful example of faith in action within public life. In an era of declining social capital and institutional trust, it offers hope that Britain's communities will continue to build themselves from the ground up. We should celebrate it – and help it grow. 

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