Our strategic approach to Equality, diversity and inclusion (EDI) and co-production

Our journey 

Since becoming the regulator in 2019, Social Work England’s approach to equality, diversity and inclusion (EDI) has evolved from establishing strong foundations to embedding EDI at the heart of how we operate. Our early action plans focused on meeting our legal duties, building capability, and improving data and insight to better understand the impact of regulation on different groups. 

As the organisation matured, our focus shifted towards strengthening inclusive practice and co-production. We deepened our understanding of potential disparities in our regulatory processes, improved accessibility and inclusive communication, and ensured people with lived experience could meaningfully shape our work. 

Our guiding principles 

For 2026 to 2027, EDI and co-production are fully embedded within our business plan and organisational objectives. Guided by shared principles that emphasise inclusion, co-production, listening, and the effective use of data and insight, EDI and co-production are integral to how we plan, deliver and improve our work. This approach reflects our commitment to ensuring fairness, equity and public protection are part of business as usual, and to continually learning and strengthening the impact of our regulation. 

Many actions set out in previous plans are now fully embedded within Social Work England’s core activities, governance arrangements and ways of working. EDI and co-production are now an integral part of our business as usual activity, rather than a standalone programme of activity. This includes: 

1. Leadership, accountability and governance 

Former focus: Strengthening EDI leadership, oversight and organisational accountability. Now embedded through: 

• EDI accountability built into senior leadership roles and governance structures 
• regular reporting through existing performance, risk and assurance frameworks 
• EDI considerations included in decision‑making, corporate planning and reporting cycles 
• oversight of organisational culture, values, behaviours and ways of working as part of leadership responsibilities 

What this means in practice: 

EDI oversight no longer sits within a standalone objective. EDI is part of routine leadership responsibilities and organisational governance, shaping how we lead, plan and evaluate organisational performance. 

2. Workforce culture, behaviours and capability 

Former focus: Building inclusive culture, inclusive behaviours and EDI capability. Now embedded through: 

• EDI expectations incorporated into organisational behaviours and values frameworks 
• inclusion and respectful behaviour reinforced through people policies, learning offers and performance conversations 
• ongoing support for staff networks and inclusion activity within agreed governance and reporting structures 
• wellbeing and belonging embedded within people practices, support offers and leadership expectations 
• ways of working, including policies and procedures, designed to promote fairness, accessibility and psychological safety 

What this means in practice:  

Inclusive culture is reinforced through everyday people management and organisational expectations, rather than targeted time‑limited initiatives. Wellbeing, belonging and respectful behaviour are part of how we work, not separate programmes. 

3. Recruitment, selection, development and progression 

Former focus: Improving fairness and inclusion in recruitment and development processes. Now embedded through: 

• inclusive recruitment and selection practices applied consistently across all roles 
• diversity data monitoring used to identify patterns and disparities in recruitment, progression and retention 
• learning and development opportunities designed to be accessible, inclusive and aligned with organisational values 
• succession planning and promotion processes incorporating fairness, transparency and equal access to development 
• talent retention supported through inclusive management practices, career pathways and employee voice mechanisms 

What this means in practice:  

Fair and inclusive workforce processes from recruitment to progression are embedded into standard people practices, ensuring equitable access to opportunities and supporting a diverse, skilled and engaged workforce. 

4. Co‑production and engagement 

Former focus: Strengthening co‑production and lived experience influence. Now embedded through: 

• co‑production principles integrated into service design, policy development and regulatory improvement 
• ongoing engagement with advisory forums, lived experience contributors and stakeholders 
• inclusive engagement standards applied consistently across business areas 
• employee voice and engagement mechanisms used to shape organisational improvements and workforce experience 

What this means in practice:  

Co‑production is the default way of working, not a specific objective or workstream. Staff and stakeholders contribute to shaping decisions, services and organisational culture as part of routine practice. 

5. Data, insight and continuous improvement 

Former focus: Improving EDI data quality and use of insight. Now embedded through: 

• routine collection, analysis and publication of diversity and performance data 
• continued review of disparities and outcomes within regulatory processes 
• use of insight to inform service improvements, risk management and future planning 
• monitoring of workforce trends including recruitment, retention, progression and exit data 

What this means in practice:  

EDI data and insight are part of standard performance and improvement processes, supporting continuous organisational learning and enabling targeted action where disparities or risks are identified. 

6. Policies, processes and ways of working 

Former focus: Reviewing and improving policies and processes through an EDI lens. Now embedded through: 

• EDI considerations routinely included in policy development, review and assurance 
• accessibility and inclusive communication built into digital, written and verbal communications 
• continuous improvement approach rather than one‑off reviews 
• employee exit processes monitored to identify themes, disparities and opportunities for improvement 

What this means in practice:  

Fairness and accessibility are designed into systems and processes from the outset. Policies, procedures and ways of working are routinely reviewed to ensure they support an inclusive, equitable and high‑performing organisation. 

Looking ahead 

Our journey continues. We know there is more to learn and improve, particularly in understanding the long-term impact of our regulatory decisions and how different communities experience our work. By embedding EDI across our objectives, strengthening co-production, and using better data and insight, we aim to ensure that fairness, inclusion and public protection remain deeply connected in everything we do. 

This evolution reflects our commitment not only to meeting our legal and regulatory obligations, but to using our influence to support a fairer, more inclusive social work profession and a regulator that earns trust through its actions as well as its intentions.