Bad PR day for Waitrose: When a single store’s error risks reputation of entire brand
One of Waitrose’s 340+ stores has caused a national reputation crisis for one of Britain’s most loved supermarkets. It is a case that reminds us of the importance for brands to not only live and breathe their values but also to ensure that when the sh*t does hit the fan the response must be watertight and not inflame the situation.
Waitrose may not be the biggest retailer in the UK, but it has one of the strongest brands of all supermarkets. Today, however, that brand is being stress tested by a clumsy and insensitive mistake made by the managers of one of its stores.
What’s the story?
At the centre of this reputational challenge is Tom Boyd, a 27-year-old autistic man with limited communication abilities. For four years, Tom volunteered at a Waitrose store in Cheadle Hulme near Stockport in Cheshire. He worked unpaid, stacking shelves and handling stock, and was widely praised by staff for his dedication.
His mother, Frances Boyd, requested that Tom be considered for paid employment, citing his 600+ hours of service and the positive impact the role had on his wellbeing. Instead of transitioning him into a paid role, Tom’s shifts were stopped altogether – he was essentially axed from his voluntary role.
The story has since gained traction in national media and sparked broader conversations about disability rights, workplace inclusion, and the responsibilities of employers under the Equality Act 2010 that calls for employers to make reasonable adjustments for workers with specific requirements to help them perform their duties.
What went wrong from a reputation management perspective?
The role of the communications team is to provide clarity on the situation, not inflame it. Regrettably for Waitrose, it is the latter that has transpired.
Waitrose is a household name in the UK. According to YouGov, 97% of consumers are aware of the brand, and 9 in 10 holds either a positive (63%) or neutral (25%) perception of it. It also boasts the highest customer loyalty of any UK supermarket, according to the Bionic Brand Loyalty Report.
But even the strongest brands can stumble and when they do, the impact can ripple far beyond the source of the issue.
Waitrose’s response has arguably made things worse. Of the four media outlets I read who quoted the company’s statement, none conveyed genuine empathy.
Their official comment began with a defensive tone:
“We work hard to be an inclusive employer. As part of this, we partner with a number of charities, including to provide work experience, and are well experienced in making reasonable adjustments to help people succeed at work.”
Only at the end did they add:
“We are sorry to hear of Tom’s story.”
This structure – leading with corporate self-praise and ending with a lukewarm expression of sympathy – feels tone-deaf. In crisis communications, empathy must come first, especially in emotionally charged situations. Anything less risks appearing insincere or dismissive.
The wider implications for the Waitrose brand
Although this incident occurred in a single store, the reputational risk is national. Waitrose operates over 340 stores across the UK, and stories like this can erode trust across the board – especially when the brand’s response lacks compassion.
This is a textbook example of how poor crisis communication can amplify reputational damage. Waitrose now faces a challenge not just to address the situation with Tom, but to reassure its wider customer base that it truly stands for inclusion and fairness.
Before issuing further statements, Waitrose needs to rethink its crisis comms strategy. Speed is important, but structure and tone are critical. This is not just about protecting brand perception – it’s about doing the right thing.
Businesses and brands can very easily find themselves facing a reputation crisis, whether of their own making or inadvertently. Whatever the reason, we can help you to successfully navigate the storm and see you emerge with your reputation intact – maybe even enhanced.
Speak to me to get started. I’m on paul@clearlypr.co.uk or 07453 755 057
