AWW Social Value Quarterly Report 2022_01

aww-uk.com September 2022

Social Value Quarterly Report 2022_01

Social Value Quarterly Report 2022_01 Following an extensive review of our practices and policies and subsequently developing our Social Value strategy we successfully obtained our SVQM Level 1 on 11th May 2022. This quarterly report is intended to benchmark us against the pledges and KVIs we have committed to. This report is in respect of Q1 May – August 2022.

Projects We have developed a suite of documents to assist us in evaluating opportunities to increase our Social Value and record our contributions.

We have developed a Social Value project plan and design review pro formas to be conducted at stage intervals throughout a project.

Our post occupancy evaluation forms will allow us to engage more pro-actively with clients in understanding how our buildings work in operation, to help create better more resilient developments and foster long-standing relationships with continuous improvement processes.

People We have been delighted to see the return to in person meetings with our wellbeing consultant and monthly beer and pizza socials. The summer months have seen a plethora of work experience placements join us in the Bristol and London offices, providing the opportunity to mentor and support. Further to this we announced our commitment to the Design West Shape My City – a talent accelerator programme for 15-18 year olds who may not otherwise have had access to opportunities within the industry. We hosted We are the Curious in the Bristol office whilst they were homeless and gave a careers talk to Babassa.

DESCRIPTION

Creating a net-gain environmental impact.

SOCIAL

Enhancing people’s quality of life.

GOVERNANCE Fostering relationships and developing partnerships for delivery that support our core values and improve our ability as designers and advocators to effect positive change.

Human Centric Buildings

Environment THEMES

Practice Our weekly pin ups have provided a great opportunity to improve collaboration within, and across, offices and access peer support. We have commenced an ethical audit of our office supply chain, including attending a tasting session at a roastery to ensure the local, ethical coffee we committed to switch to also tasted good! In July we were audited and successfully maintained our ISO 14001 environmental accreditation. This forms part of our environmental ambitions alongside maintaining our net zero carbon action plan and commitment to RIBA 2030 climate challenge.

ENVIRONMENTAL

Health and Wellbeing Social and Community Designing Out Crime

Governance Partnerships

ENVIRONMENTAL How much have we donated to sustainable reforestation or afforestation initiatives in the last three months?

We will maintain our IS14001 environmental standard

We have started an ethical purchase audit of our office supply chain.

Pledge 4.7T

Pledge 4.5

How many of our employees have been utilising the cycle to work scheme in the last 3 months (new purchases only)?

As a consequence we have changed our car valet and our coffee suppliers to a local ethical, sustainable company.

65% OF ANNUAL COMMITMENT

Pledge 4.1

Pledge 4.6

AUDITED AND RE-ACCREDITED IN JULY

SOCIAL How many AWW employees live locally?

We will promote staff engagement in our wellbeing scheme every quarter

We have pledged to volunteer expert business advice to VCSEs each year.

”

This amazing architecture firm has given its expertise so kindly to us supporting the remodelling of houses for our Establish Project. Chris, who was recommend by LandAid has done many hours of pro-bono work to ensure that the homes are designed well, building a home so our young tenants will no longer be vulnerable to homelessness. If you need an architect with skills, vision and a big heart, look no further than AWW.

- Andrews Charitable Trust

We will carry out a minimum of 20 post occupancy consultations per year to assess our wide impact on building occupants.

I particularly like the greenery and the variety of working environments that create a relaxing environment.

Pledge 3.6

Pledge 3.2

49% OF ANNUAL COMMITMENT

Pledge 3.1

How much have we fundraised for community projects in the last 3 months?

£890 (45% OF ANNUAL COMMITMENT)

” ”

- Burges Salmon employee

Pledge 3.5

How many hours have we donated in the last 3 months to support VCSEs?

of our employees live locally

Pledge 2.3

Pledge 2.2T

90%

People work more collaboratively as a result of the re-development. People love it, it’s great to see so many different people using it from all areas of the firm, and of all roles and ages.

- Burges Salmon Employee

GOVERNANCE To improve collaboration, increase peer support and promote staff wellbeing we have hosted four pin up workshops a month.

We value the next generation and want to create opportunities by offering mentoring to share our knowledge and enhance their learning experience. In the last three months we have had eight students joining us for work experience and / or placements.

We report on our Social Value internally, monthly, within our newsletter and externally, quarterly, on our website.

”

This experience has been invaluable to my professional development in this field and I am hugely grateful for the opportunity from AWW. - Ed Tame, Work Experience

Pledge 7.5

50% OF ANNUAL COMMITMENT

We have established an internal working group who will embed social value into strategy, communication, process and partnerships.

Pledge 7.4

Pledge 5.3

8 STUDENTS

125% OF ANNUAL COMMITMENT

50% OF ANNUAL COMMITMENT

Pledge 5.2

Pledge 5.1

How many training hours have been provided to staff in the last 3 months?