Beyond the tender: Why social value matters more than ever
Written by: Charlotte Barker, Technical Specialist Social Value | Last updated: 28.07.2026
Social value typically accounts for at least 10% of the evaluation criteria in UK central government procurement(1), placing measurable social outcomes alongside cost and quality when contracts are awarded.
For many organisations, that’s where social value first becomes a commercial consideration. A public sector tender asks for measurable social value commitments, evidence of community impact and credible commitments that can be delivered. In doing so, procurement has undoubtedly helped move social value into the mainstream, encouraging organisations to think more deliberately about the wider value they create and, increasingly, how they evidence and deliver it.
Increasingly, however, we’re seeing organisations recognise that those conversations shouldn’t end once the tender has been submitted. What often starts as a response to procurement requirements is becoming a broader conversation about how organisations create, evidence and communicate positive impact.
Organisations are beginning to ask broader questions. What social value are we already creating? How do we demonstrate its impact? And how can social value support wider sustainability ambitions rather than sit alongside them?
For many organisations, procurement is becoming the catalyst for a more joined-up approach to social value.
Most organisations are already doing more than they think
One of the biggest misconceptions about social value is that organisations need to introduce lots of new initiatives.
In reality, many organisations are already creating social value, they just don’t always recognise it as such. Social value isn’t limited to dedicated community programmes or charitable initiatives. It can include the positive impact created through everyday business activities, from developing people and supporting local communities to creating opportunities through employment and responsible supply chains.
As a result, many organisations are already creating meaningful social value without necessarily recognising it. They invest in apprenticeships, support employee volunteering, work with local schools and charities, promote inclusive recruitment, develop local supply chains and encourage colleagues to share their skills within the communities where they work.
These activities often reflect genuine commitments to people and place. The challenge is that they rarely develop through a single programme or team.
Over time, social value can become spread across HR, procurement, sustainability, operations, communications and bid teams. Each function may be doing valuable work, but because activities have evolved independently, organisations don’t always have a complete picture of what they’re already delivering or how those activities contribute to wider business objectives.
That’s often the point at which organisations begin looking for a more structured approach, not because they need to do more, but because they want to make better use of what already exists.
One of the biggest misconceptions I see is that organisations need to start doing more. In reality, many businesses are already creating positive social outcomes, they just don’t always recognise them as social value. The real opportunity is to connect those activities, evidence them consistently and align them with wider business objectives.Charlotte BarkerTechnical Specialist – Social Value
What do organisations taking a strategic approach have in common?
Procurement teams may not know what evidence already exists elsewhere in the organisation. Sustainability teams may be developing broader ESG strategies that don’t fully reflect community initiatives. Different business units often collect information in different ways, making it difficult to demonstrate impact consistently or build confidence in external commitments.
These challenges aren’t unusual. They’re often a natural consequence of organisations growing over time, with different teams responding to different priorities.
There isn’t a single blueprint for social value, and the right approach will always depend on an organisation’s size, sector and objectives. However, the organisations making the greatest progress tend to have a number of characteristics in common.
They start with what already exists. Rather than creating entirely new initiatives, they first understand the social value already being created across the organisation.
They connect teams and activities. They bring together procurement, sustainability, HR, operations and other functions to develop a shared understanding of priorities and impact.
They focus on credible evidence. They identify practical ways of evidencing social value, giving greater confidence in procurement commitments, contract delivery and wider reporting.
They align social value with wider business priorities. Rather than treating social value as a standalone programme, they integrate it with sustainability, governance and broader business objectives.
They continue to evolve. Organisations start from different places. The strongest approaches develop over time, adapting as business priorities, stakeholder expectations and reporting requirements evolve.
Beyond procurement
Social value is increasingly becoming part of a broader business conversation. Organisations are connecting it with sustainability strategy, governance, stakeholder relationships and long-term resilience as expectations from customers, public sector clients and other stakeholders continue to evolve.
Procurement has undoubtedly played an important role in driving that shift, encouraging organisations to think more deliberately about the wider value they create and how it is evidenced. Increasingly, however, organisations are recognising that the opportunity extends far beyond individual tenders.
Whether prompted by procurement requirements, customer expectations or wider sustainability ambitions, the biggest opportunity isn’t to start from scratch. It’s to understand what’s already happening, connect activity across the organisation and build an approach that supports both commercial objectives and positive social impact.
Whether you’re responding to procurement requirements, looking to strengthen your approach to social value or considering how wider people and community issues fit within your sustainability strategy, we’d be happy to start the conversation. Explore our Social Value services or get in touch to discuss how we can support your organisation.
