Innovation and efficiency

Sustainability
We will continue to develop our internal sustainability initiative, which will focus aligning the Society's operations with the Sustainability Committee's Lawscot Sustainability programme, and ensuring that we lead from the front.

As part of our commitments on sustainability, we completed a carbon footprint assessment, which included offsets for the first time. The carbon footprint showed a 20% decrease in emissions compared with the previous year.  

Governance
We will continue to develop our Governance Framework to support streamlined, efficient and effective processes and good governance.

As part of planned improvements, we continue to update Law Society policies regularly within our Finance and Operations Directorate and internal audit recommendations continue to be implemented.

Changes have also been implemented to support both the Law Society’s Board and Council effectiveness, including quarterly strategic sessions at Council.

Complete

Value for money
We will imbed value for money as a principal consideration in decision making to ensure we create and maximise value for members.

Ensuring value for money for our members is essential and we have improved our financial and budgeting processes across the organisation. Plans to put in place new procurement and vendor management processes along with new project approval and monitoring processes, were carried forward to the 2025/26 operating year.

Not complete

IT Transformation
We will improve our systems and processes and use this to drive efficiencies. This is key to us ensuring we are cyber secure and maximising the efficiencies that our members expect from us.

We took the decision to focus on establishing a business central application across the organisation for our financial operations.

Our CRM project is central to our future planning, however this project was paused to allow a full review of the selected provider and carry out a gap analysis, with the supplier providing a new approach to complete the project. A new Digital Transformation Programme Oversight Board was established to ensure effective governance and oversight of this work.

Not complete

People Strategy
We will continue to progress the delivery of the People Strategy through delivering on our key people themes.

This was our second year of implementing our people strategy in alignment with our organisational goals. It focused on six key themes: resourcing, engaging with colleagues, talent development, reward, colleague wellbeing, and equality, diversity and inclusion. We have made strong progress in delivering the strategy, enhancing leadership capability, expanding our learning and development offering, and deepening our focus on engagement, wellbeing and inclusion. Key achievements included the launch of leadership development initiatives, a newly designed learning and development policy, delivery of over 1,500 learning hours, further strengthening our internal EDI efforts and refreshing our colleague appreciation scheme.

Complete