Corporate report

Natural England Action Plan 2024 to 2025

Published 29 July 2024

Applies to England

1. Foreword

England in 2024, in common with the rest of the world, is facing growing peril from the twin crises of climate change and wildlife depletion. At risk if we do not act with sufficient urgency are clean water and air, food security, carbon storage, flood and drought reduction, and a thriving wildlife.

Nations at COP 28 in Dubai underlined the fundamental link between the 2 emergencies, as well as the vital importance of protecting and restoring nature for effective climate action. Governments across the world are increasingly recognising that concerted action now can have a positive impact for the planet and its inhabitants, and at a relatively cheap price compared with stalling for another decade or so when the cost of action – and the price of failure – will be so much greater.

It is crucial that the UK continues to be a leading light on the international stage in moving to a high nature, low carbon society. For that to happen, we all must be committed to reaching the Environmental Improvement Plan (EIP) apex goal of halting species decline by 2030, while protecting 30 per cent of our land and sea for nature. The deadline is looming, and we know more needs to be done to get us onto the right trajectory for success.

As the organisation at the forefront of work towards the EIP’s apex target, Natural England has produced an Action Plan for 2024 to 2025 that is geared towards delivering – and enabling others to deliver with us. We know that we cannot and should not do this alone. That is why a key part of our action plan is to strengthen our current partnerships and build new ones.

Priority will be given to supporting local authorities to deliver Local Nature Recovery Strategies (LNRS). We will enable local communities, including farmers, to identify and shape nature recovery best suited to their area and the vital species within them, helping a thriving Nature Recovery Network (NRN) take shape across the country and increasing people’s access to thriving nature and the health and wellbeing benefits it brings .

Hard evidence and experience show that we need to do more to support the sites already protected for their ecological importance, to enable them to function as the core of the NRN. Increased monitoring and development and implementation of recovery plans for these sites will be at the heart of what we do. This will also require more proactive engagement with farmers and land managers so that achieving the most impact for nature goes hand in hand with supporting those who rely on it to produce food sustainably.

If we, at all levels of society, can combine our energies and our ambitions effectively the opportunities are enormous. Over the next 12 months we look forward to working hard with our partners to make this year one of significant advances for nature recovery in this country.

Tony Juniper CBE

Chair

2. Introduction

Our 2024 to 2025 Action Plan sets out how we will deliver against the statutory targets for nature through building partnerships for nature’s recovery. This remains at the heart of everything we do – enabling a healthy and resilient environment that enables sustainable economic growth and supports health and wellbeing.

Through the new powers and duties from the Environment Act, Agriculture Act and Fisheries Act, we have the foundation for halting and then reversing the decline in nature. We want to maximise our impact by working in partnership and at scale, both on land and at sea, in towns and in the countryside, prioritising the places where we can achieve the most.

We will focus on high opportunity / high risk casework and look to find nature-based solutions to avoid and mitigate environmental harm.

Science remains at the core of our work, including our contribution to the Natural Capital and Ecosystem Assessment (NCEA) programme, as well as ramping up again monitoring of Sites of Special Scientific Interest (SSSI) and Marine Protected Areas (MPAs), using new technology such as soundscapes  We will share our data and knowledge with others, for example the new Protected Landscapes Partnership to support their contribution to the 30x30 goal.

Engaging the whole of society with nature is an ever more important goal, from our own National Nature Reserves (NNRs) to a new programme of work with NHS England, as well as our work to complete the King Charles III England Coast Path (KCIII ECP).

The statutory targets to reverse biodiversity decline, meet net-zero, address water and air quality, and establish more trees and woods continue to be central. This plan sets out the annual targets we will report against this year as part of the pathway to those long-term goals.

We know we cannot achieve these targets by working alone, and we will continue to engage with farmers, developers, local government, environmental Non-Governmental Organisations (eNGOs) and others.  Delivery of the LNRS, led by local authorities but with close involvement of local organisations and partners, will be a critical milestone. We will also be making the most of new financial tools, such as Biodiversity Net Gain (BNG) and the Environmental Land Management Scheme (ELMS).

The skills of our people are vital to success. Our budget, the last in the current spending review, is more or less stable, but increased costs mean our team will shrink in a number of areas. Therefore, we are investing even more in training, technology and business process reform to enable our people to work to the highest standards.

We look forward to working with you again in 2024 to 2025.

Marian Spain

Chief Executive

3. How we work

3.1 Organisational context

Natural England is the government’s statutory adviser for the natural environment. We are a Non-Departmental Public Body (NDPB) and as part of the Department for Environment, Food and Rural Affairs (Defra) group the work that we do contributes to the Defra Outcome Framework. Our mission is building partnerships for nature’s recovery. This reflects the need for us to work with and through a wide range of people to undertake the rapid action to rebuild sustainable ecosystems and to protect and restore habitats, species and landscapes to help nature thrive and for everybody to enjoy. Our mission is set within the context of the current EIP which sets out the UK’s commitment to environmental stewardship and global biodiversity conservation.

Embedding our mission with stakeholders and staff is fundamental to ensuring that everything Natural England does contributes to the Defra Outcome Framework and in turn the EIP targets and commitments.

3.2 Our portfolios

Natural England organises the delivery of its work through 6 portfolios:

Resilient landscapes and seas

Create thriving, resilient, functioning landscapes and seas rich in plants, wildlife and character that provide wide ranging benefits for nature, climate and people.

Connecting people with nature

Work to tackle the barriers to enjoyment, engagement, and connection with the natural environment, and access to green and blue spaces in a way that supports socio-economic and health benefits for local communities.

Greener farming and fisheries

Sustainable farming and fisheries rely on a healthy natural environment. Food production and supply depends on healthy fish stocks, soils, water, air and natural processes. Addressing the causes of climate change and environmental degradation is now paramount; how we manage our land and seas is a major factor.

Sustainable development

Leverage and add value to the planning and licensing systems to get the greatest possible outcomes for nature, not just mitigating the impacts but actively recovering nature across all our work, playing a part in restoration of our natural environment while delivering the infrastructure that England needs.

Science and evidence

Realise our ambition for Natural England to be an evidence-led organisation. To be recognised, respected and trusted for our expertise and the provision and use of evidence-based advice on the natural environment locally and nationally.

Managing the organisation

Ensure Natural England is a values-led organisation, delivering excellent service standards to partners, organisations and communities engaged in achieving nature’s recovery.

The portfolios are designed to work together and be more than the sum of their parts. They bring together the power of statutory tools, with expert advice and guidance, to deliver results on the ground.

4. Our priorities for the year ahead

2024 to 2025 is the final year of the 2021 Spending Review (SR21) settlement. This year we have prioritised our work so it is clear where we will focus our efforts, and where we need to take action to reduce our efforts. In making these choices, and to maximise our impact, we have applied the following principles:

• the need to deliver what is expected of us from Parliament – we have a central role in the delivery of statutory targets for nature defined in the Environment Act (which underpin the current EIP) and a track record which we can be proud of
• our ambition remains to deliver nature recovery on land, in both the countryside and town and cities, and at sea at scale to create resilient adaptive ecosystems
• we will focus our efforts in priority places, where the opportunity for change is greatest, or where the risks to nature most need to be mitigated
• the need to work with and through our partners and customers, supporting, for example, farm businesses to contribute to nature recovery and ensuring that development creates green spaces
• to continually improve Natural England for our people and the people we work with this means focussing on reforming the systems and processes we operate, how we make decisions, and how we look after and develop our people

4.1 Our key goals for 2024 to 2025

Improve the condition of the core nature recovery network – our protected sites on land and sea

We need to complete our programme of condition assessments, develop recovery plans and take the actions needed to put these sites on the path to recovery.

Deliver Local Nature Recovery Strategies (LNRS) and work with partners to develop plans and projects to deliver LNRS ambitions for people and nature

We need to finalise 48 LNRS with partners. Our work on priority places and Nature Recovery Projects will help turn ambitious LNRS into action.

Targeted use of regulation and advice on land and sea to create new habitat and improve protected sites condition

This is an area where we are looking to achieve efficiencies this year and we will focus most of our effort on high risk/high opportunity areas. There will be further reform of our planning, licensing and protected sites casework to ensure we do this in way that works for customers, our people and for nature.

Greening development and infrastructure

We need to maximise the opportunity in the new strategic schemes we have developed, such as Biodiversity Net Gain (BNG), Nutrient Mitigation Scheme, offshore wind and charging for Nationally Significant Infrastructure Projects (NSIPs).

Enable more people to connect with nature

We need to continue implementing green infrastructure strategies and mainstreaming Green Social Prescribing, whilst working towards completion of the King Charles III England Coast Path and the Coast to Coast National Trail and working with the Protected Landscapes Partnership so that everybody can enjoy National Parks, National Landscapes and National Trails.

Development and targeted delivery of farm advice

We need to continue to develop and roll out the Landscape Recovery scheme and target engagement with Countryside Stewardship Higher Tier agreements and putting in place a central triage to process the volume of agreements we might see this year. Joining up our farm advice services, including Catchment Sensitive Farming (CSF), on the places and schemes which contribute most to nature recovery has an important role to play.

Targeted monitoring to underpin delivery

Our science and monitoring work underpins our success. Our focus is to deliver the Natural Capital and Ecosystem Assessment (NCEA) programme, our People and Nature Survey, our Sites of Special Scientific Interest (SSSI) monitoring programme and the State of Natural Capital Report.

Develop our capability in Natural England and focus on people’s development and wellbeing

We continue to invest in our organisation and our people. We need to modernise our systems to equip us for the future, and the focus on health, safety and wellbeing, and increasing the diversity of our people remains a priority.

5. Our long-term goals and 2024 to 2025 activities

5.1 Key performance indicator (KPI) A

Our long-term goal

We restore and enhance the health of our ecosystems (across land and sea) and the natural beauty of our landscapes by increasing the area and improving the character, quality, resilience & connectivity of wildlife-rich places.

Measures of success (MoS) and 2024 to 2025 progress metrics – how we will measure progress towards the long-term goal

MoS A1 - Increases in the area of land and sea where nature is recovering.  

• the area of land and sea that is protected will increase by 900ha
• 21% of Sites of special scientific interest (SSSI) features will have actions underway and on track to achieve favourable condition
• complete 80 Marine Protected Area (MPA) condition assessments
• triage and manage input to 800 new and expiring agreements for Countryside Stewardship Higher Tier

MoS A2 - Increase carbon secured in natural and semi-natural habitats through our advice, grants and projects.

• 3.2 mega tonnes of carbon secured through 27,000ha of peat restoration under the Nature for Climate Peatland Grant Scheme
• provide timely advice on embedding ‘right tree right place’ on 10,000 ha to increase carbon secured through woodland creation and support biodiversity targets

MoS A3 - Positive improvement to landscape / waterscape characteristics.

• lead the apportionment of targets and complete the collation/distribution of data to inform the Protected Landscapes Targets & Outcomes Framework
• update the published interim (baseline 2015 to 2019) reporting on Environment Improvement Plan (EIP) Outcome Indicator Framework G1: ‘Changes to landscape and waterscape character’

Our priority actions for 2024 to 2025

We will:

• develop and implement SSSI Delivery Plans, getting actions underway and on track for favourable condition
• progress the actions needed to improve the condition of MPAs, working with partners to implement byelaws and other measures to optimise the network for nature’s recovery
• increase the area of land and sea protected and effectively managed for nature recovery, contributing to the 30x30 commitment - this includes expanding the King’s series of National Nature Reserves (NNRs) and implementing the SSSI and Areas of Outstanding National Beauty (AONB) designations pipeline and supporting schemes to deliver through Landscape Recovery
• target work to improve the condition NNRs where this will contribute to the SSSI EIP target of getting actions underway and on track
• we will complete SSSI climate change risk assessments and produce adaptive delivery plans for priority sites
• deliver the Landscape Designations Programme, including proposals for a new National Park and monitor and report against the Protected Landscape Outcomes Framework
• deliver high risk/high opportunity planning casework and local statutory plans across land and sea – we will achieve efficiencies through planning casework reforms, including shifting delivery of medium risk planning casework to a central hub
• implement and deliver Nationally Significant Infrastructure Projects (NSIPs) cost recovery early in 2024 to 2025 – we will focus our efforts on reducing consenting times for energy NSIPs development in accordance with Government’s NSIPs pipeline
• embed and continuously improve our new Biodiversity Net Gain (BNG) services to deliver nature positive development – this includes expansion to include new statutory requirements for small development sites, allowing increasing amounts of net gain land to be registered on a public portal, and making clear where it has been allocated to development
• target engagement with Countryside Stewardship Higher Tier ‘type’ agreements, putting in place a central triage system, where we can have the most impact on and around our largest complexes of SSSIs
• deliver the Peatland Capital Grant Scheme and provide advice on tree planting to support woodland creation targets

5.2 Key performance indicator (KPI) B

Our long-term goal

We increase the abundance of species that are indicative of the wider health of the natural environment and reduce the number under threat of extinction.

Measures of success (MoS) and 2024 to 2025 progress metrics – how we will measure progress towards the long-term goal

MoS B1 - The number of species benefiting from reduced extinction risk.  

• 400 rare and threatened species benefit from Natural England’s species and nature recovery projects (including conservation translocations)

MoS B2 - Increase abundance of species that are indicative of the wider health of the natural environment.

• increase the proportion of licences issued that benefit species conservation by 5%support the creation or restoration of 3,200ha of a range of wildlife-rich habitat outside of protected sites via our advice and funding, ultimately contributing to species abundance

Our priority actions for 2024 to 2025

We will:

• deliver the second year of the Species Recovery Action Plan to help achieve the species targets
• continue to build our understanding of the policies and actions required to halt the decline in species abundance, and engage, inform and influence those areas outside of Natural England’s control which have a key role to play (such as Environmental Land Management schemes (ELMs))
• programme management of the Species Recovery Programme (SRP) capital grant scheme and Memorandums of Agreement with partner organisations
• continue to lead on 2 major reintroductions projects: Hen Harrier (direct delivery) and Beaver (strategy/licensing)
• contribute to the implementation of the Defra-led GB Invasive Non-Native Species (INNS) Strategy, and support INNS projects via the SRP and other bespoke projects
• deliver, in partnership, actions from the English Seabird Conservation and Recovery Pathway
• progress licensing reforms, for example Bat Earned Recognition, to reduce human-wildlife conflict and deliver increases in abundance, via Species Conservation Strategies and to deliver efficiencies – we will shift to a focus on high risk/ high opportunity casework

5.3 Key performance indicator (KPI) C

Our long-term goal

We increase the number and representation of people engaged with nature and nature recovery in a way that supports socio-economic and health benefits for local communities.

Measures of success (MoS) and 2024 to 2025 progress metrics – how we will measure progress towards the long-term goal

MoS C1 - Percentage of population that have accessible greenspace within 15 minutes from home.

• maintain the proportion of people with access to green and blue space within 15 minutes from home at present level of 62%
• 20 new local authorities to have embedded the Green Infrastructure Framework in their policies

MoS C2 - Proportion of adults and children frequently connecting with nature.

• maintain an upward trend on a 3-year rolling average the proportion of adults in England using a green and natural space in the last 14 days at 64% (as measured against the People and Nature Survey) all Nature Recovery Projects are designed, delivered and monitored to ensure delivery of strategic partnerships and embed the recording of the number and representation of people connecting with nature as part of the project

Our priority actions for 2024 to 2025

We will:

• deliver the People and Nature Survey to understand attitudes towards the natural environment and its contributions to wellbeing
• prioritise Nature Recovery in urban areas, ensuring people outcomes are embedded within Local Nature Recovery Strategies (LNRS), including:
  • increase the number of local authorities using the Green Infrastructure Framework
  • embed Green Infrastructure Standards into the National Planning Policy Framework
  • progress Nature Cities and Green Community Hubs, as mechanisms for green social prescribing, local partnerships, and community engagement
• integrate LNRS, other strategies and area team plans with NHS green plans and Infrastructure Plans being developed by Integrated Care Boards and community leaders
• deliver the National Trails maintenance grants including the Funding Formula Review
• establish Coast to Coast and King Charles III England Coast Path by the end of 2025/March 2025, respectively
• complete the Open Access Mapping Review methodology

5.4 Key performance indicator (KPI) D

Our long-term goal

We work with a wider range of local partners and diverse communities to create wildlife-rich, accessible, characterful places for people to live and work underpinning economic sustainability.

Measure of success (MoS) and 2024 to 2025 progress metrics – how we will measure progress towards the long-term goal

MoS D1 - Number of Local Nature Recovery Strategies (LNRS) setting out ambitious nature recovery priorities through collaborative engagement with a wide range of stakeholders.

• ensure preparation of 48 high quality LNRS

MoS D2 - Number/area of new or expanded nature recovery projects established where we deliver at scale.

• develop and deliver a pipeline of collaborative landscape scale delivery of at least 100 projects driven through Landscape Recovery, Nature Recovery Projects and through our priority places
• develop and test mechanisms to support the increase/flow of investment and funding into nature recovery projects
• implement the Nutrient Mitigation Scheme (NMS) to include generating at least 6,500 nutrient credits to enable new homes to be built
• complete 6 Diffuse Water Pollution Plans

Our priority actions for 2024 to 2025

We will:

• finalise 48 LNRS with partners – our work on priority places and Nature Recovery Projects will help turn ambitious LNRS into action
• align LNRS with other local spatial plans including local development plans, species recovery projects, NHS green plans, health/wellbeing, catchment-based water plans, net zero and local flood risk management strategies and area inclusion plans
• deliver the NMS whilst working with Defra and the Ministry of Housing, Communities & Local Government to develop and evolve the scheme and our advice on nutrient neutrality to enable more homes/more quickly and develop strategies that remove the need for nutrient neutrality advice
• continue to develop and roll out the Landscape Recovery scheme to fund ambitious landscape-scale projects through bespoke, long-term agreements
• focus our farm and land management advice efforts on the more ambitious schemes that deliver nature recovery actions and align with priorities identified in LNRS and climate change mitigation and adaptation
• join up our farm advice services, including Catchment Sensitive Farming, on the places and schemes which contribute most to nature recovery
• continue to align air and water quality work to priority places – deliver the Air Quality Action Plan and develop and contribute to the Defra Plan for Water
• accelerate marine infrastructure strategic solution development and deliver commitments under the British Energy Security Strategy
• promote and develop opportunities for the use of Green Finance to fund nature recovery projects e.g. the public-private partnership Projects for Nature

5.5 Key performance indicator (KPI) E

Our long-term goal

We are an evidence-led organisation, using evidence to inform our advice and leadership to drive positive changes in the natural environment.

Measure of success (MoS) and 2024 to 2025 progress metrics – how we will measure progress towards the long-term goal

MoS E1 - Expand and improve data and evidence available to support nature recovery.

• 40% of SSSI features have an up-to-date condition assessment with at least 650 new assessments completed
• complete a combined total of 1,000 landscape / vegetation and soil surveys in sample monads (a monad is a one-kilometre grid square) as part of the Natural Capital and Ecosystem Assessment (NCEA) programme

MoS E2 - Accessibility and use of our data and evidence increases to support nature recovery.

• increase Data Maturity Assessment scores from one to 2 to 2 to 3 on a 5-point scale

Our priority actions for 2024 to 2025

We will:

• deliver the NCEA programme which provides baseline data on location, quality and quantity of our natural capital assets
• progress our programme of SSSIs condition assessments
• work to demonstrate the public benefit that nature provides and embed nature in decision making nationally and locally, and enable investment in nature recovery, including assessing the impact of the State of Natural Capital Report
• deliver the Nature Returns Programme for nature and climate, which aims to test methods for creating and restoring natural habitats in ways that tackle the twin challenges of climate change and biodiversity loss
• make best available evidence available through better data capture, storage, and analysis with modernised digital systems to support this work
• deliver a programme of evaluation and knowledge synthesis to support delivery of nature recovery in priority places and refresh of our Science Evidence and Evaluation Strategy

5.6 Key performance indicator (KPI) F

Our long-term goal

We invest in the wellbeing, development, and diversity of our staff so that Natural England remains a great place to work.

Measure of success (MoS) and 2024 to 2025 progress Mmetrics – how we will measure progress towards the long-term goal

MoS F1 - Natural England is an engaging, safe and inclusive place to work.

• employee engagement index rises to 64% to exceed 2023 to 2024 benchmark
• investigate 95% of reported incidents within the required 10 working day period
• increase the percentage of staff declaring minority ethnicity to 5%

MoS F2 - Our staff have the right skills, knowledge, and capacity to deliver their work and enhance delivery to our customers.

• staff undertake 10 Learning & Development days per year on average
• deliver 85% of statutory casework within published timescales

MoS F3 - More effective and efficient use of digital and data empowers our people to deliver their work.

• achieve a ‘good’ assessment rating in 5 priority areas of the cross government ‘Digital and Data - Continuous improvement assessment framework’

Our priority actions for 2024 to 2025

We will:

• implement the new Health & Safety Incident reporting system and associated reporting (Health and Safety Executive Requirement)
• implement the Strategic Workforce plan to embed new ways of working under key themes including performance
• continue to develop the organisational Learning & Capability Programme, including the new skills framework
• work collaboratively with stakeholders and customers to deliver more for, and through them, for nature, e.g. we will establish a Practitioner Advisory Group to better facilitate farming-friendly advice and ensure the smooth delivery of policy
• join up planning and licensing improvements, ensuring integrated customer service and better environmental outcomes
• establish a Change Management Office to provide organisational support on change management, including a Centre of Excellence to work on upskilling the organisation on better change management practices alongside coordination of change initiatives
• improve digital maturity to upskill the organisation on better management of our digital estate

6. Assuring delivery of the plan

6.1 The Natural England board

As a non-departmental public body (NDPB) we are led by a board appointed by the Secretary of State for Defra. The Board has collective responsibility for the overall performance and success of Natural England. It ensures Natural England carries out its statutory duties; delivers its priorities as agreed with the Secretary of State; is properly and effectively managed and provides stewardship for the public funds entrusted to it. The Board comprises of the Chair and 10 other members appointed on an individual basis and not as representatives of any organisations, plus the Chief Executive as an ex-officio member. The Chair is also an ex-officio member of the Defra Board.

6.2 The Natural England executive committee (NExCo)

Natural England’s Chief Executive reports to the Chairman of the Natural England Board and has responsibility for maintaining a sound system of risk management, governance and control that supports the achievement of the policies, aims and objectives of Natural England, whilst safeguarding the public funds, as the Accounting Officer, in accordance with responsibilities assigned through Managing Public Money.

The Executive Committee comprises the Chief Executive and 5 Chief Officers. Its purpose is to assist the Chief Executive in discharging her responsibilities as delegated to her by the Board and providing overall leadership by setting plans, reviewing performance and overseeing resourcing.

6.3 Performance reporting

As a public body we are required to report on progress against our plan to Ministers and the public.

Effective reporting provides us with:

• evidence to justify actions and for allocating resources
• information needed for improvements in practices, processes, activities, and systems
• performance data demonstrating public accountability, transparency and value for public money

To enable us to report on our performance towards delivering our targets and commitments, we monitor our progress against in-year delivery Progress Metrics which underpin the longer-term outcomes we will achieve as set out in our 6 strategic Key Performance Indicators and 14 Measures of Success (MoS), which are set out on the previous pages. We report our progress against these goals to Parliament each year in our Annual Report and Accounts.

7. Our finances and resources

Our total planned funding for 2024 to 2025 is £318.0 million, of which £217.3 million is revenue and £100.7 million is capital. This equates to a 4% decrease compared to total planned funding for 2023 to 2024. 

• 86% of our gross expenditure is funded from Grant in Aid (GIA) provided by Defra
• 14% of our funding is from non-government sources, which includes fees, charges, external partnership funding and other smaller income streams
• we continue our endeavours to increase our chargeable income, for example this year we will recover costs of statutory advice on major infrastructure projects

7.1 Our budget by funding stream  

Funding stream
Revenue Grant in Aid (£’m)	173.3	55%
Capital Grant in Aid (£’m)	98.9	31%
Fees & Charges (£’m)	33.5	11%
External Partnership Funding (£’m)	7.8	2%
Other Income (£’m)	2.5	1%

7.2 Our budget breakdown by KPI

KPI
KPI A	40%
KPI B	12%
KPI C	5%
KPI D	23%
KPI E	13%
KPI F	7%

7.3 Our staff resource

Our agreed staff resource for 2024 to 2025 is 2,881 full time equivalents (FTE) averaged across the year. This staff resource is profiled as set out below across our KPI work areas.

What our people will work on by KPI (FTE)

KPI
KPI A	54%
KPI B	13%
KPI C	7%
KPI D	24%
KPI E	15%
KPI F	13%

8. Our people

Our people are at the heart of our work. Our highly skilled people are passionate about the work we do, working in a variety of professions, specialisms, roles and locations. Wellbeing, development and making Natural England a great place to work are central to the way we work. We are committed to ensuring that:

• our people are supported, encouraged and valued throughout their journey with Natural England - from recruitment, throughout their career at Natural England
• we work inclusively, making the most of the diversity within Natural England and are respectful of colleagues for who they are
• our leaders deliver the highest standards of leadership to sustain a highly motivated and engaged workforce

Underpinning our commitments to our people is the Strategic Workforce Plan, which is designed to ensure we deliver the right people with the right skills, at the right time and place, and most importantly, in accordance with our organisation values of:

• we are ambitious
• we act with integrity
• we are inclusive
• we are collaborative

Central to delivering all our work is the wellbeing of our staff, making sure that we are not putting undue stress on our staff by trying to deliver more than our resources will allow.