Social Work England sustainability plan 2026 to 2030
Social Work England is committed to operating as a sustainable and responsible organisation.
Social Work England sustainability plan 2026 to 2030
Introduction
Social Work England is committed to operating as a sustainable and responsible organisation.
This sustainability plan for 2026 to 2030 builds on the progress achieved through our sustainability plan for 2023 to 2026 and reflects our learning gained during that period. It sets out how we will develop our approach to sustainability over the next 4 years and supports both of the following:
our corporate social responsibilities
our environmental, social and governance (ESG) commitments
For the purposes of this plan, sustainability is defined in line with the Greening Government Commitments (GCC). This relates to how we understand, manage and reduce our environmental impact, including emissions, waste and use of resources. We recognise our corporate social responsibility as the contribution we make to society through the way we operate as an organisation. This includes how we:
make decisions
use public resources
work with suppliers and partners
support our people and contribute to social value within the local community
This plan therefore covers (both of the following):
our environmental sustainability - reducing our direct and indirect environmental impact and aligning with government commitments
our corporate social responsibility - acting as a responsible public body that has a positive impact on people and communities, and supports ethical and sustainable practices
This plan supports the UK Government's commitment to achieving Net Zero greenhouse gas emissions by 2050 and aligns with the Greening Government Commitment 2025 to 2030.
Our first sustainability plan established important foundations. Between 2023 and 2026 we:
improved sustainability reporting
strengthened governance arrangements
increased awareness and engagement with sustainability across the organisation
developed a better understanding of our environmental impact
We also learned that meaningful progress depends on strong leadership, reliable data, staff engagement and collaboration with partners.
Development of this plan has been informed by both our internal learning and evolving external expectations, including changes in government requirements. Together these emphasise a shift from activity-led delivery towards a more outcome-focused and assurance-ready approach.
With this plan we want to make sure environmental sustainability, and corporate social responsibility is clearly defined and firmly embedded within our governance, operations and decision making. We will take practical action that reflects our size, role and influence, and which enables us to deliver and evidence impact.
Our vision and commitment
Our vision
We are committed to being a sustainable organisation that contributes positively to challenges facing society and the environment. Sustainability means meeting the needs of the present without compromising the ability of future generations to meet their own needs.
By embedding sustainability in the way we govern, operate and make decisions, we will:
minimise our own environmental impact
maximise social value
act as a responsible and resilient public body
Our commitment
Our commitment to sustainability starts at the highest level of the organisation. We take responsibility for the impact our work has on the environment. We aim to show good practice in the way we identify and manage this impact and how we approach sustainability more broadly. We are committed to making the long-term changes in our culture and day-to-day actions that are needed to achieve this.
Values and behaviours
Delivering this plan successfully depends on how we act as an organisation. Our approach to sustainability is underpinned by our values and behaviours, which need to support sustainable decision-making, responsible use of resources and long-term impact. Our values and behaviours will help us deliver the outcomes we aspire to achieve.
Fearless – being improvement focused and innovative
We will actively identify opportunities to improve our environmental performance and ways of working.
We will embrace new ideas and practical solutions that support sustainable outcomes.
Independent – being purpose driven and decisive
We will ensure decisions are aligned with our purpose, our responsibilities and our sustainability plan.
We will use evidence to make informed, timely decisions that balance impact, cost and risk.
Ambitious – being goal-oriented and a catalyst for success
We will set clear, proportionate sustainability goals and make effective use of our resources and influence to deliver meaningful outcomes over time.
Integrity – being accountable and inclusive
We will take responsibility for our environmental impact, communicate honestly about progress, and deliver on our commitments to a high standard.
Collaborative – working as a team player and in partnership
We will work across teams and with partners, including the Department for Education (DfE), our landlord and suppliers, to achieve better sustainability outcomes than we could alone.
Transparent – being open and honest
We will share clear, accessible information about our sustainability performance and decisions, supporting understanding, accountability and continuous improvement.
Reflecting on our sustainability plan for 2023 to 2026
Our sustainability plan for 2023 to 2026 was Social Work England's first dedicated sustainability strategy. It focused on:
supporting our people to take action
creating greener workspaces
making responsible decisions about how we buy goods and services
Between 2023 and 2026, we established the foundations needed to support long-term sustainability. Sustainability is now regularly considered through our board and Audit and Risk Assurance Committee (ARAC). This ensures environmental and social considerations are reflected in organisational decision-making and risk management.
We increased awareness and understanding of sustainability through staff engagement and learning. Board members and employees in key positions of responsibility for delivering the strategy completed carbon literacy training, strengthening their understanding of climate-related risks, opportunities and responsibilities.
We improved the way we monitor and report on our environmental performance. This strengthened oversight of our progress against the Greening Government Commitments and increased transparency through our annual reporting.
We introduced practical measures to minimise waste and increase re-use, composting and recycling. We also strengthened consideration of sustainability and social responsibility within our procurement and commercial processes.
We continued to use Microsoft Teams for conferences and meetings to enable people to meet without needing to travel. Our annual stakeholder event, Social Work Week, is held online. Most of our social worker hearings are remote, using video conferencing software. This has minimised travel for partners, social workers and witnesses.
Our success demonstrates that meaningful progress can be achieved through practical and proportionate action. It also highlights the importance of focussing our efforts on activities within our direct control, which can deliver the greatest impact.
Most importantly, we have moved from establishing our approach to sustainability to embedding it within the organisation. The next phase of our work will build on these foundations and focus on achieving measurable impact.
How we’ll approach sustainability
Our context
Social Work England is a non-departmental public body, sponsored by the Department for Education (DfE). We employ around 350 people and operate from a single office location in Sheffield within a shared tenanted building.
Our direct environmental footprint is modest compared to larger government departments and agencies. Some aspects of our environmental performance, including building energy efficiency and energy supply, are influenced by decisions made by our landlord and building management company. This context shapes our approach.
This plan focuses on areas where we have direct control, while working collaboratively with others when shared action is needed.
We will continue to strengthen our evidence base and take practical action that delivers meaningful and proportionate outcomes.
During the timeframe of this plan, 2026 to 2030, our current lease for office accommodation is due to expire. This will provide an opportunity to consider sustainability when deciding on our future accommodation needs. This plan has been designed with this in mind, and also to retain flexibility to respond to any changes that may arise as a result of an office accommodation move.
Our delivery approach
To achieve our vision, we will focus on 4 priority areas. These provide a clear structure for how we will continue to embed sustainability across the organisation and deliver our intended outcomes. The 4 areas will guide our priorities, outcomes and annual delivery plans.
1. Governance and accountability
What we will do
Integrate sustainability fully into governance, reporting and accountability. We will make sure it is reflected within:
planning
policies
procedures
terms of reference
organisational decision-making processes
Intended impact
Sustainability is consistently embedded and evidenced within decision-making, ensuring that full accountability is taken of environmental and social impact and risks.
2. People and culture
What we will do
Engage staff and leaders to deepen knowledge, ownership and behavioural change
Intended impact
Sustainability becomes part of our organisational culture, enabling lasting change. Staff in key roles, whose decisions may affect our sustainability goals (such as procurement, IT and estates) have the knowledge and skills to make well-informed, balanced decisions.
3. Data and environmental impact
What we will do
Improve data, measurement and understanding of our environmental footprint.
Intended impact
We resolve current gaps in our reporting ability. This ensures we are able to identify, prioritise and deliver actions that improve environmental performance and resource efficiency, and measure the impact.
4. Procurement and partnerships
What we will do
Integrate sustainability and social value across the full procurement and contract management cycle, within supplier relationships and through collaboration with partners.
Intended impact
We maximise social and environmental value through our spending and influence.
Evaluation of impact will consider value for money and operational benefits such as:
reduced waste management or energy costs
avoided travel
extended asset life
Our outcomes for 2026 to 2030
Our outcomes are directly aligned to the 4 delivery areas set out above. Together, they describe what success will look like by 2030 and how we will measure progress.
Aligned to: governance and accountability.
Our aim is that sustainability is routinely and consistently considered in organisational planning, risk management, internal policy development and decision-making. Clear reporting and oversight arrangements support accountability and continuous improvement.
By 2030 we will:
maintain and strengthen sustainability reporting through the Board, Audit and Risk Assurance Committee (ARAC) and executive leadership team (ELT). Alignment with annual report and accounts (ARA) requirements will be ensured, including clear reporting on governance, risk, metrics and targets
develop a proportionate performance framework, including key indicators and delivery confidence measures, to support quarterly internal reporting and provide assurance on progress and impact
review governance and planning arrangements to ensure sustainability is embedded, where appropriate, within:
business planning
internal policies and procedures
decision-making processes
terms of reference
review and clarify internal responsibilities and oversight arrangements to ensure:
sufficient resource is available to support delivery of the plan
there is clear accountability for progress
ensure that climate-related risks are systematically identified, assessed and managed through our corporate risk framework, with appropriate mitigations in place
embed sustainability as a guiding principle in the way we work. This means developing our annual business planning process to integrate sustainability action planning rather than managing this activity separately
Aligned to: people and culture.
Our aim is for staff and leaders to:
understand how their roles contribute to sustainability outcomes
have the knowledge, skills and support needed to take informed, responsible decisions
We will place particular focus on colleagues in roles with the greatest influence on environmental and social impact. For example, procurement, IT (including the use of artificial intelligence), and facilities. This will ensure that sustainable practices are embedded in day-to-day activities and organisational decision-making.
By 2030 we will:
maintain sustainability engagement activity to deepen awareness, ownership and participation across the organisation
develop and target sustainability learning and development activity to key roles and functions where decisions have the greatest impact, including:
procurement
IT
facilities
corporate services
build on existing carbon literacy training by identifying and promoting relevant external standards, guidance and good practice to strengthen expertise. For example, through government guidance, professional bodies and sector networks
use internal and external networks, including the Department for Education (DfE) and other arm’s-length bodies, to:
share learning
access expertise
promote consistent approaches
maintain structured communications and update policies to support staff in applying sustainability considerations in their day-to-day work and decision-making
Aligned to: data and environmental impact.
Our aim is to have a robust understanding of our environmental footprint and use this to take practical, proportionate actions to reduce our impact. We aspire to deliver measurable improvements aligned with the Greening Government Commitments.
By 2030 we will:
review and consolidate our existing baseline data for energy use, waste and emissions, identifying any key gaps in coverage or data quality
contribute to the Department for Education (DfE) group targets under the Greening Government Commitments and Net Zero 2050. We will also identify any priority areas where additional organisational level targets will support DfE’s delivery or improved performance
introduce sustainability reporting through an internal performance dashboard to track performance and progress
adopt transparent methodologies and data quality ratings (measured, estimated or unavailable) to strengthen confidence in reporting
identify and prioritise practical workspace improvements, in partnership with our landlord and building management provider. We will also consider and carefully evaluate the sustainability and climate-impact of any future accommodation options for our offices
Aligned to: procurement and partnerships.
Our aim is for sustainability and social value to be consistently embedded within the full procurement and contracting lifecycle, supplier relationships and partnership working. Our influence contributes to wider social and environmental impact.
By 2030 we will:
strengthen our role as a responsible local employer, through local recruitment, and engagement with regional partners, ensuring we contribute to local social and economic value
improve our ability to assess and evaluate the environmental and social impact of procurement and contract management activities. This includes developing practical approaches to measuring outcomes and value delivered
before commissioning new technology (including artificial intelligence), we will consider whether the need can be met through existing tools, shared solutions, process change, or non-technology options. We will carefully consider our investment in emerging technology, ensuring that there are clear expected benefits which justify any negative climate impact. We will consider how to reduce any climate impact
review and monitor our suppliers and contracted services, favouring those that demonstrate strong environmental and ethical practices
where appropriate, prioritise local suppliers and service providers to reduce travel-related impacts, improve efficiency and support the local economy
encourage the use of environmentally responsible products, including those that are fairtrade, locally sourced or minimise unnecessary plastics and packaging
continue to prioritise the use of public transport over taxis, as low carbon transport such as buses and trains are cheaper and less polluting. We will also use economic, low emission and preferably electric rental vehicles where public transport is not possible
work collaboratively with local organisations and partners to support and influence policies and initiatives that contribute positively to sustainability outcomes
periodically review how we support local charities to ensure our approach aligns with our sustainability and social value objectives
strengthen engagement with DfE, other arm’s-length bodies and regional partners (including South Yorkshire Sustainability Centre) to support shared learning and collaboration to increase our impact
How we’ll monitor progress
Delivery of this plan will be supported through internal annual sustainability plans, which will guide priorities and activity for each year of the plan period.
Progress will be reported regularly to the executive leadership team and bi-annually to the Audit and Risk Assurance Committee and our board.
Reporting will be supported by a concise quarterly internal performance pack and periodic assurance updates to ensure the plan remains delivery-focused and evidence-based.
This overarching action plan will be reviewed annually to ensure it remains relevant, proportionate and aligned with emerging evidence, government policy and organisational priorities.