Carbon Reduction Plan 

Commitment to Achieving Net Zero 

Support When It Matters (SWIM) is committed to achieving Net Zero carbon emissions by 2045, ahead of the UK Government’s 2050 target. This Carbon Reduction Plan (CRP) outlines SWIM’s baseline emissions, reduction measures, and future initiatives to minimise environmental impact across all operations and service delivery.

Reporting Period

This CRP covers the 12-month period ending 31 December 2025.

Organisational Context

SWIM is a Community Interest Company based in Hackney providing social support, mentoring, and wellbeing services across East London. The organisation employs 30 staff, operating primarily from office and outreach locations within a 10-mile radius. Activities include community engagement, home visits, training sessions, and local partnership delivery.

Baseline and Emissions Overview

Baseline calculated using UK Government GHG Conversion Factors for company operations and estimated staff travel patterns

Baseline calculated using UK Government GHG Conversion Factors for company operations and estimated staff travel patterns.

Carbon Reduction Targets

SWIM will review and report progress annually through internal audits and public updates on its website.

SWIM will review and report progress annually through internal audits and public updates on its website.

Carbon Reduction Measures

SWIM has identified practical and proportionate measures to reduce emissions across its operations. These actions focus on energy efficiency, travel reduction, responsible waste management, sustainable procurement, and environmental awareness. Together, they form a balanced approach that supports both operational efficiency and measurable carbon savings.

Energy Efficiency and Renewable Energy

To minimise direct emissions from energy use, SWIM is prioritising improvements to building performance and transitioning to low-carbon energy sources. This approach ensures long-term reductions in Scope 1 and 2 emissions through efficient energy use and renewable supply.

· Transition to 100% renewable electricity by 2026 where we have control over the utilities provider.

· Replace lighting with LED systems and install smart heating controls in those premises over which we have control.

· Conduct annual energy audits and invest in insulation and efficient heating.

Travel and Fleet Management

Travel is an essential part of SWIM’s community-based service model. The organisation is committed to minimising travel-related emissions through smarter scheduling, use of low-emission vehicles, and support for sustainable commuting options.

· Maintain a small operational fleet; replace vehicles with electric or hybrid models by 2027.

· Encourage staff to use public transport, walking, and cycling for local travel.

· Promote remote meetings and car-sharing schemes to reduce unnecessary mileage.

Waste and Resource Management

SWIM recognises the environmental impact of waste generation and aims to embed a culture of reduction, reuse, and recycling throughout its operations. This includes robust systems for waste segregation, responsible disposal, and continual performance monitoring.

· Introduce central recycling and composting facilities at all sites.

· Eliminate single-use plastics and reduce paper usage by 90% through digitalisation.

· Ensure responsible waste contracts and track disposal routes.

Sustainable Procurement

SWIM’s procurement processes are designed to support local economic growth while reducing the environmental impact of goods and services purchased. The organisation will work closely with suppliers to align sustainability objectives and ensure responsible sourcing across its supply chain.

· Source from local suppliers within 25 miles where feasible.

· Require all key suppliers to have environmental or sustainability policies in place by 2027.

· Embed sustainability criteria in future procurement decisions.

Engagement, Training and Awareness

Building awareness and accountability across the workforce and community is central to SWIM’s carbon reduction strategy. Training and engagement ensure that every member of staff and partner organisation understands their role in achieving the organisation’s Net Zero goals.

· Deliver mandatory annual environmental awareness training for all staff.

· Nominate a Sustainability Lead to coordinate carbon reporting, training, and staff initiatives.

· Encourage community partners and service users to adopt sustainable practices.

Monitoring and Reporting

SWIM will record energy, travel, and waste data quarterly to monitor progress and identify efficiency gains. Independent verification will be sought from a sustainability consultant every two years. Annual results will be published on the SWIM website in accordance with PPN 06/21.

Declaration and Publication

This Carbon Reduction Plan has been completed in accordance with Procurement Policy Note (PPN) 06/21 and the associated ‘Carbon Reduction Plan’ guidance. It will be reviewed and updated annually.

Approved by: Peter Merrifield
Role: CEO
Date: January 4, 2025

 

Peter was responsible for implementing the update EMIS and SystmOne clinical system to accept 111 direct appointment booking during surgery hours from 111 providers. Peter displayed numerous strengths including excellent communication and engagement skills with a range of stakeholders including Local Medical Committees, clinical leads, practice managers and senior management teams. His core skill is his work ethics and ability to overcome challenges and obstacles.

Yasmin Baker

Primary Care Access Lead

North West London Collaboration of Clinical Commissioning Groups

 

Peter’s positive attitude ensured he was extremely productive, helped with whatever was needed and remained proactive, ensuring the project was always progressing. Peter routinely sent updates to stakeholders at all levels. What stook out was that he made things simple to understand even when explaining quite complicated and intricate matters.

Yasmin Baker

Primary Care Access Lead

North West London Collaboration of Clinical Commissioning Groups

 

During our time working together Peter and his team led two service redesigns and oversaw the implementation of a new criminal justice service and a new Children & Young People’s service. In both instances, Peter was quick to grasp the strategic vision and translate it into a deliverable plan which he efficiently implemented, from inception to completion. What stood out about Peter were his values and his work ethic.

Philip Breslin

Former Drug & Alcohol Commissioner

Greenwich Council