Cover Feature | Construction Putting the ‘Social’ into ‘Value’

By Ella Sandall Head of Communications – Jenner Group

Social Value? This terminology is not new. Not to me, not to Jenner as a business and not to anyone if you really think about what it actually means. It is about true value that puts people at its core and gives something back. Whether this is by helping others, contributing to our communities, fundraising and charitable donations, mentoring, advising and guiding younger generations or having high regard for our surrounding environment. It is about placing people ahead of profit and creating a sustainable future, and it is fast changing the way in which we do business and secure future contracts.

The reason social value has increased in prominence rather exponentially over recent months, is undoubtedly owing to The Procurement Act (2023) which became effective from 24th February 2025, and which represents significant changes in public sector procurement that prioritises more strategically advantageous tenders as opposed to those based solely upon lowest price.

Previously working to the ‘MEAT’ ruling standing for ‘Most Economically Advantageous Tender, the ‘E’ has now become obsolete as contracting authorities drive to embed innovation, sustainability, and social impact – which to me represents true best value - into their procurement process. And I must confess this is music to my ears!

Let me rewind to properly set the scene. We have always talked openly about value. Whether it be value for money, value engineering or achieving best value but it has always been a monetary term. In construction where the market is highly competitive, margins are so slim, costs are soaring, and client budgets are tight it has seemingly always been a frantic race to the bottom with the perceived need to achieve the lowest price, and perhaps, controversially, this is why our sector has one of the highest rates of insolvency above any other.

But social value is a far broader understanding of value that goes well beyond the bottom line and derails money as its main indicator; we are now placing social value at the top of the agenda thanks to the recent changes in legislation that guide how we do business – something we don’t usually hear ourselves say in construction. Ultimately, in winning publicly funded work, value has a whole new meaning at long last.

I am incredibly proud that at Jenner social value is second nature within our operations and firmly embedded in our business ethos. For us it is a resolute promise to give back to the communities in which we work and beyond the buildings we create, truly targeting a specific region to create an overall positive net impact. We have been doing this for years and never because we were told to, because that is what you do as a reputable, longstanding business that values its presence locally, and even in the toughest economic times we have always given back. The only real change for us now is that we performance monitor and report on this as a key client driver. It is often the first question asked, and heavily weighted, when qualifying for a contract and has its place firmly on a monthly Progress Meeting agenda, and having done this for so long it is great to witness the importance now placed upon our actions. I now live in hope that all clients, public or private sector, will follow suit and avoid the temptation and lure of lowest price when considering what value truly represents.

The important message to convey is that social value must be meaningful. It is not about ticking boxes, empty promises or playing lip service to satisfy clients and boost reputation, it is about really and truly making a difference. The approach we take and the methods in which we engage are many and varied, and are wholly bespoke to each individual project, carefully aligned to the unique aspirations and ambitions of our clients, ensuring we are always accountable and responsible in our actions. Our teams meet every opportunity for social value with enthusiasm, dedication and creativity and we make it a priority to engage with supply chain partners who emulate our social value principles, trusting that they will proactively support our initiatives in construction and through the provision of training opportunities and apprenticeship schemes.

What is truly imperative is that we fully understand the demographics of the local community in which we are building and consider how our resources are best allocated to maximise the benefit for the area and its residents. We know from experience, that our commitments vary by project and that a bespoke programme of initiatives, aligned to the constitution of the neighbourhood is a far more proactive approach to delivering social value.

It gives me immense satisfaction and great pride to lead our social value offering and create a programme of opportunities that empowers all our people to step-up and engage and recognise how they can really help and guide others. I am so passionate about nurturing and inspiring future generations to bring forward new talent and the essential skills that our industry needs for longevity.

To me this truly is what value is all about.

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