Nobody leaves their money worries in the car park.
Financial pressure follows a person from the kitchen table to the desk and back again. Restoration Enterprises works inside organisations: workshops, confidential one-to-one clinics, briefings for line managers. That means your people get practical help before the strain becomes something you have to manage.
It almost never arrives labelled as a money problem
Financial strain does not appear in your HR system under its own name. It shows up as something else: usually something you are already spending money to fix. The national picture, though, is measured, and it is not subtle.
Someone working out whether a card payment will clear on the 28th is not thinking about the customer in front of them. At their desk, being paid, not really there. Presenteeism is harder to see than absence and usually costs more.
- Distraction and presenteeism: hours that look like work and produce very little.
- Short-notice absence, often clustered in the week before payday.
- Avoidable turnover: people who move for a modest rise because they cannot afford to wait for a bigger one.
- Benefits you already fund going unused: default pension contributions, salary sacrifice schemes nobody has read.
- Line managers absorbing conversations they were never trained to have.
The figures alongside are national and sourced. Follow the links and check them. The useful exercise is reading them across your own payroll rather than the country: a share of your people are already carrying this into work, and a similar share are one boiler repair from real trouble.
The rest of the evidence is already in your building. Ask payroll how many salary advance requests they field in a quarter. What a programme reliably changes is that people stop carrying it alone, and that help arrives before the resignation letter.
of UK employees say money worries have negatively affected their work performance
CIPD Good Work Index — survey of around 5,000 employees, February 2025
could not manage an unexpected £300 bill
CIPD Good Work Index — rising to 52% of those earning under £20,000 a year, February 2025
find it hard to concentrate or make decisions at work because of money worries
CIPD Good Work Index — with 19% losing sleep and 15% reporting stress-related health problems, February 2025
Four formats, shaped around how your people actually work
Most organisations start with one and add the others once take-up shows where the need sits.
Lunch-and-learn workshops
Forty-five minutes, one theme, no jargon and no product names: building a budget that survives a real month, reading a payslip properly, what the pension is actually doing. On site or over video, live rather than recorded, with room for the questions people are too embarrassed to ask in front of colleagues.
Confidential one-to-one clinics
Bookable sessions, on site or online, where one employee works through their own situation with a coach. Nothing said in the room comes back to you. Early and late slots keep shift and hybrid workers from being quietly excluded.
Manager briefings
A short session for line managers on recognising financial strain: the sudden appetite for overtime, the declined team lunch, the very specific question about the redundancy policy. It also covers what to do next, without straying into territory they are not qualified for.
Support at the pressure points
Sessions timed to the moments when money decisions cluster: onboarding, promotion, parental leave, relocation, redundancy and the run-up to retirement. Support at these points is remembered for years, and its absence just as long.
From first call to first session, without a six-week procurement saga
At every stage you will know what happens next, who does what, and what lands in your inbox afterwards.
Scoping call
A conversation, not a pitch deck. What has prompted this, what your people are already offered, what you can host, and what a good outcome looks like a year from now.
A written outline
Formats, running order and rhythm, with session titles and what each one covers. Written so you can circulate it internally without rewriting it first.
Introducing it internally
Take-up lives or dies on how it is announced. We supply copy for email, intranet and posters, all of it leading with confidentiality, and will introduce ourselves at a team meeting.
Delivery
Sessions run to the agreed schedule, with the same coach wherever possible, so returning employees are not starting from scratch.
Anonymised reporting and review
After each block, a written summary: sessions run, take-up, broad themes and what we suggest next. Aggregated only, then we shape the next block around it.
What you get back, and what will never reach you
The first thing a careful buyer asks, and the only thing the employee cares about. So here it is exactly, rather than reassuringly.
What the employer receives
- Sessions delivered and booked, and take-up as a proportion of those invited.
- The broad themes raised across a block: that budgeting and debt dominated a quarter, say.
- Anonymous feedback, and named comments only where the employee has explicitly agreed to share them.
What never leaves the room
- Who booked a session, and who turned up.
- Anything an individual said, wrote down or showed us.
- Any detail of a person’s income, debts, household or plans.
- Anything that could identify someone by inference, which is why we do not report themes from a team small enough for one person to be recognised.
For the coaching relationship we are an independent controller of personal data under UK GDPR and the Data Protection Act 2018, not a processor acting on your behalf. That distinction is the point: records sit outside your systems and there is no route by which an employer can request them. Employees are told at booking what we hold, why, and for how long.
Theme reporting is suppressed below a minimum group size: fewer than 5participants and the themes are not reported at all, because at that size a theme is a person. The only grounds for breaking confidentiality are the usual safeguarding ones: a serious risk to someone’s safety. We say so in the first minute of every session rather than burying it in a form.
Six undertakings, in the agreement rather than the brochure
Restoration Enterprises was incorporated on 10 June 2026, so there are no client quotes to show you yet, and we are not going to print ones you cannot check. Here instead is what we sign up to: you as the buyer, and every employee who walks in.
Confidentiality by default
What an employee says in a session stays in the session. No names, no attendance lists, no summaries with enough detail to guess who. The only exception is a serious risk to someone's safety, and it is said out loud in the first minute rather than buried in a form.
Nothing is sold to your people
No products are named, promoted or arranged in any session. Employees are not put on a mailing list, and nobody is nudged towards a private programme they do not need.
Your invoice is the only money
The fee you agree is the whole of it. There is no other revenue anywhere in this model, which is the point: nothing gives us a reason to steer anyone anywhere.
A named coach, not a rota
You are told who is delivering before it starts, and the same coach returns wherever the schedule allows. Employees who come back are not starting from scratch with a stranger.
Anonymised reporting only
Numbers and broad themes, aggregated, with groups smaller than 5 suppressed so nothing identifies an individual by inference. If you ask for more than that, the answer is no. You should want a supplier who says so.
Honest signposting
Where coaching is not the right help, we say so in the session and point the employee to their EAP, or to free support from MoneyHelper, Citizens Advice or StepChange. Sending someone elsewhere is part of the job.
All six sit in the written agreement, so they are enforceable rather than aspirational. When employers do give us permission to quote them, their words will appear here, with their names on, or not at all.
The questions procurement asks on page one
Answered here rather than three emails into the process. Ask for any of it in writing, with certificates attached, and it comes back the same week.
- Contracting
- A written agreement covering scope, fees, confidentiality and data processing, signed before any delivery, with a data schedule setting out the controller position. We are happy to work on your paper.
- Delivery regions
- Online delivery is UK-wide. On site across London and the South East as standard (the registered office is in Essex), elsewhere by arrangement.
- Lead times
- Allow four to six weeks from signed agreement to the first session. That covers scoping, contracting and giving your internal communications time to land.
- Fees and invoicing
- Quoted per programme after the scoping call, then invoiced monthly in arrears on 30-day terms. No rate card, because a two-workshop pilot and a year of clinics are not the same purchase.
Coaching only: a feature, not a gap
Restoration Enterprises Limited coaches your people and earns nothing from anything they hold or take out. No products are named, promoted or arranged in a session, and no employee leaves one having been signed up to something.
For an employer that matters more than it looks. A programme with nothing to sell has no reason to steer your people anywhere, and nobody can come back in two years saying they were sold something at work. That is often the difference between a benefit that gets signed off and one that stalls in legal.
Some things sit outside what coaching can do: a pension transfer, a complicated tax position, a debt that needs specialist casework. Where that is the case, we say so plainly and signpost them onward. That handover is part of the job, not a failure of it.
Restoration Enterprises Limited provides financial wellbeing and career coaching to individuals and to the organisations they work for.
Company number 17273847, registered in England and Wales. Important information
What people ask before they take it to the board
How is a programme priced?
Per programme, quoted after the scoping call once we know the formats and the number of sessions. There is no rate card: a two-workshop pilot and a year of monthly clinics are not the same thing. Quotes stand for 30 days, and delivery is invoiced monthly in arrears on 30-day terms.
Is there a minimum headcount?
No fixed minimum for workshops. Clinics need enough participants for reporting to stay genuinely anonymous, so where a group is smaller than 5 we run the sessions and skip theme reporting rather than risk anyone being identifiable.
Our team is remote and hybrid. Does this still work?
Yes, often better. A one-to-one from someone’s own kitchen tends to be more candid than one in a glass-walled meeting room where colleagues can see who went in. Sessions are live and never recorded.
How do we measure take-up?
Bookings and attendance as a proportion of those invited, plus anonymous feedback and the mix of themes raised. Repeat bookings are the number worth watching. What we cannot give you is a list of names. A supplier who offers one is telling you how they treat confidentiality.
We already have an EAP. Does this duplicate it?
Rarely. An EAP is reactive and remote: someone already in difficulty rings a number, usually once. This is proactive, scheduled, and reaches people who would never call themselves in crisis. We reference your EAP in sessions so employees know both doors exist.
What happens if coaching is not the right help?
We say so in the session and point them to free impartial guidance from MoneyHelper, Citizens Advice or StepChange, or back to your EAP where that fits better. Nothing is sold to your employees at any stage.
Start with a scoping call, not a proposal
Thirty minutes on what your people are dealing with and what you could realistically run. If a programme is not the right answer yet, we will say so.