Social Value Strategy

aww-uk.com Social Value Strategy

Our Approach: Social Value Strategy

Contents

Page 2 Social Value Strategy

Introduction

3

Definition and Legacy

6

Our Pledges

9

Quality and Accountability

12

Accreditation and Impact Commitment

13

Page 3

At AWW, we’re passionate about the way people interact with space through built form and understand that buildings and spaces give us the opportunity to live healthy, sustainable lives.

Introduction

Social Value Strategy

Our goal is to deliver quality architecture and interior design that aligns with our own ESG strategy: creating a net-gain environmental impact, enhancing people’s quality of life and fostering relationships and partnerships for delivery, improving our ability as designers and advocators to effect positive change.

Our Social Value is informed by and aligned to the ESG strategy. Our ESG activities are governed through several documents and processes, as well as in the everyday running of the company. In January 2022, as a practice we embarked on a process of developing our Social Value Strategy, working alongside the consultancy firm Social Value Business. Over a five-month period we defined a clear vision, with a set of pledges against which to hold ourselves accountable, with metrics to measure against and quantify success. This work so far has enabled us to achieve our Social Value Quality Mark Level 1 and subsequently Social Value Quality Mark Silver accreditation. We see our ESG activities as integral to developing a resilient business and sustainable communities and we are on a journey where we continue to strengthen our contributions and Social Value impact.

Social Value Strategy

Overview

Page 4

Page 5

The Social Value Act has had a transformational effect on public sector procurement by requiring any successful supplier to deliver additional social value as a part of their contract.

Social Value Act

Social Value Strategy

This includes using the National Social Value Measurement Framework (National TOMs) as a means of comparing and awarding bids. The UK Government has mandated that social value should make up a minimum of 10% of the tender marks.

There is still no definitive description of what ‘good’ social value looks like in terms of contract delivery. However, all are agreed that any social value should be:

proportionate to the project directly relevant to the stakeholders and surrounding communities clearly something over and above what the contract requires written into terms and conditions when starting work The UK Government’s Social Value Model themes include fighting climate change and improving health and wellbeing alongside COVID-19 recovery, tackling economic inequality and tackling inequality.

The standard measurement systems such as National TOMs contain formulae to work out the monetary value of social value interventions.

Definition and Legacy

Page 6 Social Value Strategy

AWW defines Social Value as the positive contribution to society through our actions and operations. Our interpretation encompasses three main areas of implementation: Projects As Architects and Interior Designers, we have a specific impact on the built environment and how our projects, processes and supply chain positively contribute to society.

As such our ambition is to promote healthier, safer and more resilient communities to create a sustainable future.

Practice The culture we uphold internally should influence the ethos we project externally. We challenge ourselves to be a more inclusive practice ensuring we support, mentor and encourage one another and continue to improve staff wellbeing.

People As a practice and individuals there is an opportunity to contribute to wider society. Focussing on our volunteering, fundraising, pro bono work to VCSEs and mentoring as a way of championing the next generation.

Definition and Legacy

Page 7 Social Value Strategy

Our pledges align to the UK Social Value Model and Social Value Quality Mark, which in turn align to the UN Sustainability Development Goals.

See diagram on following page.

This ensures that in conducting our business we consider all aspects that contribute to creating a more sustainable world. Our pledges are backed by a comprehensive set KVIs that we can measure and account against.

Page 8

UN Sustainability Development Goals 17 goals set out a comprehensive plan of action to improve human lives and protect the environment.

le Development Go ustainab als

alu UK Social V e Model

AWW Pledges

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No Poverty, Zero Hunger, Good Health and Wellbeing, Quality Education, Gender Equality, Clean Water and Sanitation, Affordable and Clean Energy, Decent Work and Economic Growth, Industry Innovation and Infrastructure, Reduced Inequalities, Sustainable Cities and Communities, Responsible Consumption and Production, Climate Action, Life Below Water, Life on Land, Peace and Justice Strong Institutions and Partnerships for the Goals.

UN S

UK Social Value Model The framework that helps the public sector buyers differentiate between suppliers based on how they behave towards society.

COVID-19 Recovery, Tackling Economic Inequality, Fighting Climate Change, Equal Opportunity and Wellbeing.

Social Value Strategy

AWW Pledges Set out key themes that represent AWW, aligning with the UN Sustainability Development Goals, UK Social Value Model and Social Quality Mark. *see next spread

AWW Social Value Definition AWW's positive contribution to society through our actions and operations as a company.

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i ti o fi n Soci al Value De

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AWW Pledges

UK So cial Value Model

UN Su als stainable Development Go

Our Pledges

Social Value Strategy

Page 9

Our pledges identify 8 key themes:

ESG Objective

Pledge

Description

Environment

Environment

We pledge to build a sustainable future by embedding a circular economy into our design and build processes (environment)

Social

Human-centric so that the buildings we design become a means of enhancing buildings quality of life for all

Social

Health and Wellbeing

We pledge to prioritise wellbeing and inspire connection through providing empowering and inclusive environments that stimulate physical and mental health

Social

Social and Community

We pledge to collaboratively with community partners to understand and design for the whole life cycle of a building to develop resilient communities

Social

Designing Out Crime

We pledge to work collaboratively with the local community to create safer spaces for all

Governance

Education and Skills

We pledge to continually develop our thinking, invest in our team, and inspire the next generation of innovators to always raise the standards of the industry

Governance

Governance

We pledge to conduct our business and projects in a equitable, accountable and inclusive way, and through our actions we aim to be recognised within our industry as social value leaders

Governance

Partnerships

We pledge to increase positive impact by relationships and promoting ethics, transparency and Social Value within our partnerships

We pledge to place people at the heart of our design process

Measuring and Reporting

Page 10 Social Value Strategy

The measurement, monitoring, auditing and continual improvement of AWW's ESG activity is key.

All Social Value commitments on every project are a core part of our ISO9001 certified IMS project plan, with project architects working with the client at the outset to set measurable and reportable pledges, KPIs and KVIs to deliver Social Value.

AWW design teams are supported in this by AWW’s ESG Group, led by Director Tim Forster, who reports back to the Board on our progress as a practice.

Our bi-annual staff appraisal and surveys are important to assess the wellbeing and satisfaction of our staff. These qualitative approaches sit alongside our external audits which encompass BM Trada’s regular reviews of our ISO9001 and ISO14001 certifications, part of our rigorous Business Management System.

We report on our impact annually through our externally published Social Value Impact Report and Carbon Footprint Report to ensure transparency and accountability.

We have recently developed an Intelligent Spreadsheet aligned to Social Value Model, National TOMs and Wellby to more effectively define our impact. This will form a critical part our approach as we progress in our Social Value journey and enable us to report more regularly on our contributions.

Measuring and Reporting

Page 11 Social Value Strategy

Our comprehensive set of KVIs enable us to report against our pledges.

A critical part of our journey over the last year has been developing a suite of documents that enable us to promote, implement, record and monitor Social Value through our projects in four principal ways.

Project Plan The introduction of a page dedicated to Social Value within the Project Plan document captures the criteria and establishes front end targets and requirements early on in a project’s formation.

Design Reviews A specific proforma has been created for early concept, pre or post planning and tender. This is completed by the project lead prior to a design review to enable the project team to capture Social Value opportunities that can be evaluated throughout the life cycle of a scheme.

Sensory Audits Specific projects may be subject to a sensory audit which considers how we enhance inclusion in and around the built environments that we design.

Post Occupancy Evaluations Obtaining feedback on our projects post completion is critical to determining the impact and value of our schemes. As such, a post occupancy survey has been developed to send to both clients and end users. This data and commentary can then be analysed and proxies applied to understand the monetary Social Value impact against key metrics.

Quality and Accountability

Page 12 Social Value Strategy

We’ve worked closely with Social Value Business to support us in achieving the Social Value Quality Mark and embedding Social Value through all strands of the business.

We recognise the importance of stakeholders in this process and engaging in meaningful consultation to inform and deliver on our pledges.

An ESG team has also been formed at AWW to ensure that we deliver these standards to the highest quality. Led by Sustainability Director Tim Forster and Social Value Champion Heather Lavis, the group are responsible for monitoring, strategising, developing and reporting with the aim of incorporating our pledges within the everyday running of the practice.

Accreditation and Impact Commitment

Page 13 Social Value Strategy

This year AWW became the first architectural practice to reach Social Value Quality Mark Silver.

AWW is dedicated to providing sustainable and socially conscious approaches company-wide, through both internal practices and external outcomes.

As a practice, we want to continue to lead in the sector by striving to develop and improve the way we deliver these values through our outcomes. This vision is the foundation for our plans to now aim for the SVQM Gold.

Gaining these certifications highlights our ability so far to set social value goals, report on them and then implement change to further our societal impact. It also shows our commitment to the execution of these values and the desire to progress to further levels of SVQM. Partnering with other organisations who have achieved Social Value Quality Mark accreditations aligns with our commitment to increase positive impact by building relationships and promoting ethics, transparency and social value. We recognise the value in learning and collaborating with others on their Social Value journey.

Our long-term holistic goal is to embed Social Value at the heart of all we do at AWW, recognising the fundamental opportunity we have as Architects and Interior Designers to make significant impact through the places we create and shape, our approach in delivering these and the partnerships we form along the way.

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Social Value Strategy

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