On 1 October thirty years ago, I joined BEN (the car industry benevolent fund) as their first housing officer, from the Housing Corporation and local government service. BEN at that time had two residential centres with volunteer centres (branches) and a large fundraising event at Grosvenor House, called Motor Ball. In 1979, the motor industry was still dominated by British manufacturers to the extent that I was obliged to choose a British made company car (a dark green Triumph Dolomite)!

Over the intervening years, I had different roles in public relations and events and fundraising at BEN, then I was Director of Fundraising at Parkinson’s Disease Society, before arriving at EEIBA in December 1994 as the eighth Chief Executive since we were founded in 1905.

Although I am not too taken up by anniversaries like this, a recent opportunity to meet up with my predecessor, Derek Bignold, has left me in reflective mood. It was interesting talking to Derek about EEIBA and to reflect on all the changes which the charity has lived through since Derek was at the helm.

In his time, the electrical supply industry was in public hands, the electrical wholesaling industry comprised a number of well known brand names and many of the electrical manufacturing processes were carried out within UK shores. We had over 30 Branches at one time.

Since then the electricity supply industry was privatised, electrical wholesalers have been subject to substantial re-organisation and so much electrical manufacturing takes place abroad. Big names in the industry, like GEC, have disappeared. So although the supporter base is made up of the same industry sectors as before, the names and how each relates with the other has changed out of Derek’s recognition. We have 15 Branches now and an active supporter base whose numbers have diminished as a result of so many corporate changes.

Thinking about the people whom we help, which is where I came into the charity world originally and over which I have ultimate responsibility, EEIBA continues to try and fulfil the basic needs of individuals and households. But how we go about doing this has also changed more than once. It is more evolution than revolution.

When we were undertaking some background thinking, towards a strategic plan this time last year, we noted that whereas we used to receive letters and referrals of application, more now use website access and emails than ever before. Our strong links with companies and associations through telephone Help Lines is an important recent development.

There is now so much more we can do in support of people in need by signposting and what we call “almonisation”, a term devised to describe the activities of providing alms to people in need with the help of other charities and support organisations. Almonisation is nothing new in that we have been working with others since our very earliest days but how we go about these processes is more sophisticated.

And the structure and reporting mechanisms for all charities, with additional registration and accounting requirements, means that I spend more of my time on governance than before. This is not a wholly onerous task as charities like EEIBA try to be transparent and open about what we do so that supporters, beneficiaries and potential donors can access information and be more aware about our activities.

It is just that sometimes, with all the work which is needed to ensure best practice, the organisation should not and does not lose sight of what it is here to do. Which is why I try to keep a grip on welfare issues, sometimes undertaking welfare visits and casework myself, so that my feet are very firmly planted on the welfare ground. Contact with Branch supporters and industry friends is also invaluable in knowing what is going on, for which I am grateful.

In looking to the future, weathering the current economic storm and thinking about new directions to relieve need and distress, my passion and interest in all the work of EEIBA, and the benevolent fund sector of the charity world through the ACO and other networks, continues to be enthused.

It seems to me that EEIBA is as relevant to the electrical and electronics industries as it was in the early part of the 20th century when our founders set up our organisation, whose guiding principles remain as valid.

My job is now more about ensuring that EEIBA’s structures, operational platforms, funding and cost bases are in place so that we can react and anticipate the needs, wants and wishes of our existing beneficiary group and those who may need to turn to us in the future.

With so much to do and to think about, time really does fly when you are enjoying what you do.

I’d be interested in any comments and feedback about where we are going as a charity and what you think about EEIBA.

Welcome to this blog. I hope that, as the weeks and months go by, you will find content here that is both helpful and informative.