Winning public sector construction contracts in 2025 requires more than just competitive pricing and quality work. Social value—a concept once considered an add-on—is now a key evaluation criterion in many tenders, especially following the introduction of PPN 06/20. If you’re a UK-based SME contractor new to tendering or looking to improve your bids, this guide will break down what social value really means, provide examples relevant to your business, and show you how to demonstrate it effectively.
This is your chance not only to win work but to stand out as a responsible and forward-thinking supplier in a competitive market.
Social value refers to the wider positive benefits your construction business can deliver for the community, economy, and environment beyond the contract itself.
Since the implementation of PPN 06/20, all central government departments (and many local authorities) must allocate a minimum of 10% of the tender score to social value. For contractors, that means it can easily be the deciding factor—especially if you’re up against competitors with similar pricing or technical scores.
In construction tenders, social value commitments must be specific, measurable, and relevant to the local area or contract.
Public bodies often use the Social Value Model outlined in PPN 06/20 to shape their requirements. Here are some key themes relevant to the construction sector:
Even in a post-COVID landscape, many tenders still ask how suppliers will support economic recovery—especially by hiring and upskilling local people.
Examples:
This theme covers efforts to improve diversity, support SME or VCSE supply chains, and create opportunities for disadvantaged groups.
Examples:
As the UK moves toward Net Zero by 2050, showing your environmental responsibility is more important than ever.
Examples:
Tip: When using a UK social value tender example, tie it directly to the project’s location, client goals, and measurable outputs.
Now that you understand what social value means, let’s look at how to structure a strong response in your bid:
Every buyer is different. Some will focus on employment, others on sustainability or inclusion. Always read the Invitation to Tender (ITT) carefully and align your social value offer to what matters most to them.
Use any published social value policy or local economic strategy as your guide.
Avoid vague promises like “we support local jobs.” Instead, give clear commitments, such as:
“We will hire two full-time apprentices from the borough of Walsall within 3 months of contract award.”
Then, show how you’ll monitor and report progress. This might include:
While not mandatory, many UK councils now refer to the National TOMs (Themes, Outcomes, Measures) framework when assessing bids.
Example TOMs-based commitment:
You can use this framework to build quantifiable and industry-accepted offers.
Here are a few realistic and achievable examples of social value in construction bids:
“We will deliver two paid 12-week work placements for NEET (Not in Employment, Education, or Training) young people via a partnership with Leicester College.”
“By using recycled aggregates and off-site prefabrication, we will reduce construction waste by 40% compared to traditional methods.”
“Our project team will volunteer 40 hours at local schools to run construction career awareness workshops.”
These types of commitments are relatable, relevant, and show the evaluator that you understand both the technical delivery and social impact of your work.
Even experienced contractors fall into these traps when writing the social value section:
Remember: A winning social value section is tailored, practical, and demonstrably beneficial to the buyer and community.
Public sector buyers are looking for partners who can build more than just structures—they want companies who build communities, skills, and a sustainable future. If you’re bidding in 2025, especially under the guidance of PPN 06/20, your ability to demonstrate social value will play a crucial role in whether you win or lose.
As a construction SME, you already create social value through your people, projects, and partnerships. The key is learning how to present that value clearly and persuasively in your bids.
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