Delivering social value: 4 lessons from the 2026 Social Value in Procurement Conference

Social value has become much harder to ignore.

From a differentiator to an expectation, the updated Social Value Model (PPN 002) weights social value at a minimum of 10% of the tender evaluation score in central government procurements. Beyond that, many public sector (and increasingly private sector businesses) are increasing the prioritisation of the social outcomes their suppliers can deliver.

So, what does this mean for businesses bidding for work?

To find out, Siân Clay, our Sustainability Exec, attended Westminster Insight’s Social Value in Procurement Conference. 

Across a day of workshops from procurement, legal and local authority leaders, four themes emerged that every supplier should be paying attention to.

1. Understand what buyers are trying to achieve

The strongest suppliers will look beyond the specification and understand the wider outcomes a buyer is trying to achieve.

Charlene Maginnis, Head of Policy Delivery at the Government Commercial Agency broke down the recent procurement reforms and how they are intended to fit together.

The intention is for procurement to support government priorities alongside purchasing decisions, whether that’s creating employment opportunities, strengthening local economies or investing in communities.

So, suppliers need to understand the authority they’re bidding to. Local priorities, election cycles, regional strategies and community needs all shape what contracting authorities are trying to achieve through procurement.

2. Start building relationships before the tender arrives

Suppliers who only consider social value once the tender lands are a step behind.

Pre-market engagement should be the priority for suppliers of all sizes. Engage with local economic partnerships, community organisations and councils to understand locl priorities before biddings. That insight leads to stronger, more relevant tender responses.

The advice wasn’t complicated: Talk to people.

This theme has also emerged across other industry events this year, including Futurebuild, InstallerSHOW and Procurex England discussions , where collaboration has been presented as an essential part of delivering better outcomes across the country.

Build relationships early, and listen to the challenges facing the people and places you work with. It’s the most valuable way to open doors and make social value projects count.

3. Only make promises you can deliver

Don’t worry about making the biggest promise, make the right promise.

Nicola Cullen, Associate at Capital Law, led the most memorable session covering the legal risk of social value commitments. If social value is stated in the contract deliverables, non-delivery is liable for breach of contract.

She compared ambitious tender responses to New Year’s resolutions.

“Making the promise is the easy part.”

The challenge comes later, when delivery needs to be evidenced and reported.

She also introduced what she called the “Goldilocks problem”. Social value commitments need to be specific enough to create accountability, while remaining realistic enough to deliver throughout the life of a contract.

“It’s not a competition to win contracts. It’s a competition to prove delivery.”

Outline work that your business can genuinely deliver, fits within the project parameters and creates meaningful benefits for the communities involved.

4. Turn hidden impact into visible value

Recognise the value you already create and finding better ways to capture it.

SMEs face more barriers than most for public sector procurement. Time intensive, complex bidding processes are a major turn-off for businesses where every win counts.

Ben Butler, Federation of Small Businesses, shared the story of an SME owner who struggled to think of any examples of social value their business delivered. During the call, a football shirt hanging on the office wall caught his attention. The company sponsored the local team every year, something they were genuinely proud of.

It hadn’t occurred to them that this was social value.

That story prompted plenty of nods around the room because it’s a situation many businesses find themselves in. Community sponsorships, school engagement, volunteering, and local partnerships often become part of day-to-day business. They’re rarely documented until a procurement questionnaire asks for examples.

Sometimes the challenge isn’t creating social value. It’s recognising it, measuring it and explaining why it matters.

That story reflected something we regularly see. Businesses often create meaningful social value without recognising it, so impactful stories remain untold. The first step for SMEs is often recognising the value they already create and finding better ways to capture it.

Finding those examples, asking the right questions and shaping them into clear, credible stories can help organisations communicate their impact more effectively.

Build social value into your business, not just your bids.

The major takeaway was that preparation needs to happen long before a tender is published. Suppliers that take the time to understand local priorities, build relationships through early engagement and identify the social value they already create will be better placed to respond effectively.

That preparation also needs to continue after contract award: with clear ownership, realistic commitments and the right governance in place to deliver. Just as importantly, suppliers need to communicate social value as part of their wider business contribution – not as a standalone initiative – and make sure the outcomes they create are visible to the audiences that matter.

At Content Coms, we help uncover and communicate the stories behind your work. From case studies, customer stories, ESG and thought leadership content. For businesses preparing for a changing procurement landscape, turning delivery into clear, credible evidence can help demonstrate the value they create.