The Enablers for Stronger Social Value

Realism and Practicality: The Missing Enablers for Stronger Social Value Delivery

The UK has taken decisive steps forward in strengthening how social value shapes public procurement, and the updated Model reinforces that social value is no longer an optional extra — it is a core requirement with clear expectations. But as we move into the next chapter of implementation, one theme continues to stand out: realism and practicality must be at the heart of how we design and deliver social value commitments.

Most suppliers — especially SMEs, VCSEs, and specialist technical providers — want to deliver meaningful social value. They recognise its importance to communities and to public trust. Where the challenge arises is not willingness, but fit: how to translate policy ambition into outputs that are proportionate, deliverable, and aligned with the realities of the markets supplying public contracts.

What works in practice tends to share three characteristics:

1. Social value that reflects the true operating environment of the supplier

Suppliers vary enormously in size, maturity, labour intensity, and operating models. A contract for digital infrastructure, a community programme, and a multi-tier offshore wind supply chain cannot be expected to generate the same types of outcomes — nor should they.
Practicality comes from shaping requirements that recognise this diversity.

2. Social value that aligns with where suppliers can genuinely influence outcomes

Some outcomes naturally sit within a supplier’s core business activity; others do not. When commitments are anchored in areas where suppliers already invest expertise — such as apprenticeships, local spending, innovation, volunteering, or environmental improvements — delivery becomes far more certain, measurable, and sustainable.

3. Social value that is embedded through structured delivery planning

Real value is created through delivery, not bidding. Successful outcomes rely on early planning, clear responsibilities across the supply chain, and simple mechanisms for tracking progress. This is especially important in complex programmes, where multiple tiers must contribute in a coordinated way.

The ambition of UK procurement policy is the right one: to generate socio-economic and environmental benefit through public spending. Achieving that ambition rests on our ability — as suppliers, advisers, and delivery partners — to bring realism and practicality into every stage of the process.

If we can continue to bridge the gap between policy intention and market reality, social value will not only be compliant — it will be credible, impactful, and capable of delivering lasting benefits across the UK.

Author: Omar Hadjel MCIM, GRI Certified Sustainability Professional