As a rights-based organisation, Save the Children UK holds equity and justice at the heart of our approach to people and culture.
Save the Children UK is here to make a positive, lasting difference for and with children. We can only realise that ambition by recruiting, retaining, developing, engaging and supporting our extraordinary people, so they can do the best work of their career with us.
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Our people
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As of 31 December 2025, we had 779 active employees at Save the Children UK and 2,988 people were working in a formal volunteering role.
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Our culture
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In 2025, we built on the foundations laid by the Organisation of the Future transformation programme we launched in 2024. We initiated a phased review of our organisational structures to ensure they could effectively support our strategic ambitions. Throughout this process, we aimed to be transparent, work in partnership with colleagues wherever possible and respond to feedback quickly.
As teams emerge from the restructures, we continue to support colleagues in adopting agile mindsets and high levels of autonomy and responsibility, with fewer layers of management and flatter structures.
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Embedding diversity and inclusion
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In 2025, we continued to advance our diversity, equity and inclusion (DEI) ambitions by refreshing our agenda through a collaborative process. This new co-created approach will better enable all colleagues and leaders to share the responsibility of fostering a culture of inclusion and belonging.
We continued to make progress on key priorities, including implementing recommendations from the external reviews commissioned in 2024 on antisemitism and anti-Muslim hatred. We continued to support our Staff Equality Networks, and to create organisation-wide moments to foster connection and belonging.
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Wellbeing
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In 2025, our comprehensive wellbeing offering continued to evolve, reinforcing our commitment to supporting employees to thrive at work and beyond. We extended our Employee Assistance Programme to offer up to eight counselling sessions per person, per issue, including for our volunteers and partner organisations.
A key focus this year was strengthening our proactive approach to wellbeing. We ran our annual Organisational Stress Risk Assessment (OSRA) and conducted a deep dive into our engagement survey results, using both to shape our wellbeing priorities and inform future planning. Building on this, we gathered feedback and refined our approach to empowering colleagues to take ownership of their energy, resilience and self-care in the context of busy and demanding roles.
