Case Study: Be Caring

Shaping the Future of Social Care

Be Caring stands proudly as the UK’s largest employee owned social care provider, a business where, as well as being care professionals, co-owners are shaping the future of social care.

With more than 850 colleagues across the North of England, Be Caring’s simple but powerful purpose aims to make a lasting difference in communities by improving lives, strengthening relationships, and empowering people to thrive.

The business evolved from CASA Homecare, a transformation that reflects an enduring commitment to people, purpose, and local impact. Founded on the belief that care should be delivered by people who feel valued and invested, Be Caring’s employee ownership model has become a powerful driver for innovation, inclusion, and sustainability. It ensures that decisions are shaped by those closest to the work: the colleagues delivering care every day in homes and communities. 

Today, Be Caring is recognised nationally for its values-led culture, inclusive leadership, and outstanding service quality. From winning the 2023 ‘Business Culture Leadership Award’ and ‘LaingBuisson Awards for Excellence in Homecare and Supported Living’, to achieving a CQC Outstanding rating in Leeds, the business continues to demonstrate that an employee owned model can raise standards, enhance wellbeing, and influence the future of the care sector. The latter, in particular, is part of a wider trend driven by EO taking place across the care sector.

Through shared ownership, Be Caring has redefined what success looks like in social care by balancing compassion and commerciality, community and innovation. Colleagues are supported to learn, lead, and grow, guided by the business’ six values: 

1. Be Kind
2. Be Proud
3. Be the Best You Can Be
4. Be Happy
5. Be Safe
6. Be Involved

A Turning Point in Leadership

When Sharon Lowrie stepped in as interim cover for the Finance Director’s maternity leave in 2017, she quickly recognised the need for stronger systems and clearer accountability. Harnessing the principles of employee ownership, colleagues voted for Sharon to lead the organisation, and she became CEO in April 2018. Her first priority was stabilising the business and protecting jobs while building a culture of trust and transparency. Sharon brought together a leadership team grounded in shared values and complementary skills, including colleagues she had previously worked alongside such as Julie Hobson, Head of Finance, and Sam Booth, Director of Performance & Data.

Reflecting on that time, Laura Mwamba, Director for Business Development, Communications & Marketing, says: “Sharon’s focus was initially on finance, ensuring stability and restoring confidence, but what made the difference was how she led with openness, care, and belief in people.” 

As April Carr, Communications & Engagement Lead, adds: “You can be employee owned and still run like a bad business. What matters is intention. For us, employee ownership aligns with valuing people, but it was leadership that made the difference.”

Rebirth as Be Caring

In January 2019, the business officially rebranded as Be Caring, marking both a practical and cultural renewal. The process was collaborative, involving colleagues from across the organisation to define shared values and a clear sense of purpose. “It was done through the employee ownership perspective,” recalls Sharon. “Colleagues were deeply engaged in shaping the name and values, and that’s what drives everything we do now.”

The rebrand provided a platform for Be Caring’s new Model of Care which integrates compassion, professionalism, and empowerment at every level of the business.

Building the Be Caring Model of Care

At the heart of Be Caring’s approach is the belief that great care starts with valuing the workforce. Recognising that homecare is often underfunded and undervalued, Be Caring set out to design a model that ensures fair pay, sustainable workloads, and genuine recognition for care workers.

The pilot began in Leeds in early 2020, where contract flexibility allowed higher hourly rates. Six care workers tested a new block-pay model based on shift pay rather than contact time, prioritising security, fairness, and retention. As Laura explains: “The key decision for any contract is simple, if we can’t value the workforce, it’s not a contract for us.”

By April 2023, block pay had been rolled out across all homecare services. The results were tangible: improved recruitment and retention, reduced turnover, and stronger continuity of care. The Model of Care has since become a defining feature of Be Caring’s identity, demonstrating that valuing colleagues leads directly to higher-quality outcomes for both customers and communities.

Strengthening Infrastructure & Culture

In parallel, Be Caring invested heavily in strengthening infrastructure and culture. A Continuous Improvement Team was established, supported by robust data and performance insight. For the first time, all services could access transparent compliance and quality reports, enabling informed, evidence-based decision-making at a local level.

This investment extended to local leadership. Traditional models often overburden Registered Managers but Be Caring created a structure that provides sufficient resource and scale within each locality to protect managers’ time, wellbeing, and focus on quality.

Employee engagement deepened through twice-yearly surveys that track progress and shape action. Initially, low pay dominated feedback; as that improved, attention shifted toward communication and recognition. Today, daily updates, internal newsletters, and initiatives such as ‘Carer of the Month’ keep colleagues informed and appreciated. Recognition also includes an annual bonus – distributed for the last four consecutive years – with the highest yet paid in 2025 (up to £400 per colleague).

This commitment to fairness and transparency stands in clear contrast to profit-driven models often seen in social care, retail, and hospitality. As an employee owned business, Be Caring’s focus is firmly on investing in colleagues, quality, and innovation over maximising margins and satisfying investors.

Debt-Free & Looking Forward

By the end of 2022, Be Caring had repaid its loans and became entirely debt-free, a milestone that provided freedom to reinvest in services, technology, and people.

Building on this stability, the business is developing its own digital care system, designed to capture and analyse data in ways existing platforms cannot. This new system will enhance visibility, improve quality assurance, and offer a practical tool for both colleagues and commissioners. A full internal rollout is planned for 2025, ahead of introducing the platform to the wider market in 2026. Using innovation to improve care, empower colleagues, and influence the wider system represents another milestone in Be Caring’s ongoing journey.

The business’ influence now extends beyond service delivery. Skills for Care, commissioned by the Department of Health and Social Care, is drawing on Be Caring’s experience for a landmark report positioning its Model of Care as a blueprint for the future of social care. 

The Impact of Employee Ownership

Be Caring’s success shows how employee ownership transforms both culture and performance. It creates a workplace built on trust, where colleagues are empowered to contribute ideas, share responsibility, and take pride in the difference they make every day.

As CEO Sharon Lowrie explains: “Employee ownership keeps us focused on people: the people we care for, and the people who deliver that care. It means every decision we make is driven by purpose, not profit.”

Through continuous reinvestment in colleagues, systems, and innovation, Be Caring has built a resilient business where commercial success goes hand in hand with social impact. Leadership is visible and accessible, employee voice is integral to governance, and inclusion is embedded in every policy and practice.

As a result, Be Caring provides a template for better work and better care. Colleagues describe the business as one that genuinely listens, supports growth, and celebrates success. Customers, commissioners, and partners, on the other hand, see a business that delivers with heart, professionalism, and pride.

For Be Caring itself, employee ownership is proof that people are the greatest source of strength and innovation. It demonstrates that ethical, community-rooted businesses can thrive, delivering high-quality care, strong financial performance, and meaningful impact in equal measure.

Shaping the Future of Social Care

Be Caring continues to demonstrate that a values-led, employee owned model can balance financial sustainability with fairness, innovation, and quality. Through strong leadership and shared ownership, Be Caring is influencing how care is delivered, commissioned, and valued across the UK.

As Laura explains: “We’ve shown that with the same funding, you can value the workforce and still deliver high-quality care, often better than many other providers. Being not-for-profit and employee owned allows us to invest back into the business and our people.”

With its employee ownership structure, debt-free position, and pioneering Model of Care, Be Caring is poised to continue shaping the future of social care, proving that putting people first delivers both social impact and lasting financial strength.

After all, if you or a loved one needed care, wouldn’t you prefer that care came from a business that puts people before profit?