Breaking Down Barriers to Construction

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Contents

Contents 1

Forewords Rt Hon Justine Greening, Former Secretary of State for Education and Chair of the Purpose Coalition Nick Forbes CBE, Chair of the Breaking Down Barriers Commission and former member of Sir Keir Starmer’s Shadow Cabinet

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Executive Summary

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Best Practice Roundtable Insights Pathways into Construction Attraction and Outreach Access Opportunity for All Challenges 3.2 Construction as a Place Leader Project Inception Community Engagement and Partnerships Measuring Social Value Challenges 3.3 Mission-Led Procurement Procurement with Purpose Supporting SMEs Challenges

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Recommendations

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Conclusion

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Foreword

1. Forewords Nick Forbes CBE,

Chair of the Breaking Down Barriers Commission and former member of Sir Keir Starmer’s Shadow Cabinet Place has always shaped opportunity. As Leader

of Newcastle City Council, I saw first-hand how the

right infrastructure projects can unlock prosperity for communities that have too often been left behind.

When investment is targeted, collaborative and

grounded in the realities of local places, it does far

more than deliver new buildings. It strengthens civic pride, supports long-term economic resilience and creates pathways into good jobs.

Construction sits at the heart of this. The sector’s

the focus has been on how funding models can

regeneration and create wider economic activity

programmes. These programmes require stability,

ability to transform neighbourhoods, support

means it is uniquely positioned to drive real, lasting change. But that change happens only when

organisations work together with a shared purpose.

No single firm, local authority or government

department can deliver inclusive growth alone. The most successful place-led projects are those built

on strong partnerships and a clear understanding of

clarity and the flexibility for local leaders to shape investment in ways that make sense for their

communities. When combined with strong industry

collaboration, they can accelerate growth, improve public services and create opportunity where it is needed most.

what communities needed to thrive.

My role as a non-executive director at the Ministry

Collective action is therefore essential. The work

also supports this perspective. The most effective

of the Purpose Coalition, and this Breaking Down Barriers to Construction project, demonstrates

what is possible when major construction firms

align behind a common goal. By sharing insights,

coordinating activity and learning from one another, they create far greater impact than any one

organisation could achieve alone. This collaborative

of Housing, Communities and Local Government

projects are those where public and private sectors function as genuine partners, aligned on outcomes and committed to leaving a positive legacy.

Construction firms that understand their role as

place leaders – not just contractors – are vital to this shift.

approach allows the industry to understand local

This report highlights that ethos. It shows an

reflect the realities on the ground.

delivery and take responsibility for shaping better

challenges more deeply and design solutions that

My experience within national policy reinforces how important these partnerships are. In my work with the current government on public finance reform,

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better support long-term, place-led infrastructure

industry willing to look beyond short-term

futures for people and places across the UK.

That commitment to collective action is how we

build not only infrastructure, but opportunity and confidence for the next generation.

Foreword

Rt Hon Justine Greening,

Former Secretary of State for Education and Chair of the Purpose Coalition

The construction industry has always been the foundation of Britain’s economy. It builds the

homes we live in, the schools and hospitals we rely on and the transport networks that connect our

communities. Yet its influence reaches far beyond

the bricks and mortar of the physical environment.

Construction has the unique potential to build

opportunity too, shaping lives as well as landscapes.

At its best, this sector can drive social mobility.

It offers routes into employment for people from

all walks of life and creates apprenticeships and

skilled careers that can transform futures. For many, construction provides that first crucial step on the

Across every sector, we are seeing that purposeful

develop the technical and leadership skills that

success. In construction, that purpose is especially

ladder, offering meaningful work and a chance to

underpin lifelong success. In doing so, the industry can open doors for individuals, families and whole communities that might otherwise remain closed.

However, realising this potential requires intention, collaboration and innovation. We are familiar with

leadership is increasingly a hallmark of long-term visible. When firms embed social value in their

projects from the outset - whether through local

hiring, sustainable design, community engagement or supply chain inclusion - they deliver not just buildings, but legacies.

the challenges including persistent misconceptions

This report highlights how purposeful collaboration

disadvantaged backgrounds and an ongoing need

what construction offers. It shows an industry that is

about the industry, barriers to entry for those from

to align training with the rapidly changing skills the modern economy demands. But the solutions are equally within reach when businesses commit to acting with purpose and sharing what works.

Through this Breaking Down Barriers to Construction project, the Purpose Coalition has brought together

can change both the perception and the reality of evolving into one that recognises its central role in

tackling inequality, developing talent and creating

resilient, thriving communities across the UK. Through a series of focused recommendations, it signals a

strategic way forward for the sector to scale up the social impact it delivers.

some of the UK’s leading firms to collaborate on

The firms involved in this project are leading by

opportunity. These companies are showing what

openly, they are building a model that others can

how the sector can go further and faster in driving can be achieved when social mobility becomes a

strategic priority rather than an optional extra. The insights and case studies featured in this report

demonstrate how leadership on inclusion, education, skills and procurement can translate into tangible outcomes for people and places.

example. By working together and sharing learning follow – a model where economic growth and

social mobility go hand in hand. The construction

industry has the scale, reach and expertise to be one of the most powerful drivers of opportunity in Britain.

With purpose at its core, it can also be one of the most transformative.

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Executive Summary

2. Executive Summary The construction industry is a critical driver of both

Construction also makes a major contribution to

From enabling urban development and supporting

and transport links that people rely on every

the UK’s economy and its social infrastructure.

housing needs to delivering the transport and energy projects that underpin national growth, the sector is central to shaping the country’s built environment and long-term prosperity.

Construction plays a pivotal role in delivering safe,

day. Beyond delivering essential infrastructure, the sector increasingly leads on sustainability,

adopting new technologies and practices that

reduce carbon emissions and support the UK’s transition to a greener economy.

sustainable and innovative projects. By combining

Entrepreneurship and innovation are central to

professionals within the industry help to enable

firms, alongside large established contractors,

technical expertise with practical problem-solving, businesses, communities and public bodies to build the facilities and infrastructure required to meet the needs of today while anticipating the demands of

tomorrow. This contribution is particularly vital during times of economic uncertainty, when investment in

construction can stimulate growth, create jobs and

the sector’s evolution. Small and medium-sized offer local expertise and insights along with new

methods of working that improve efficiency and raise standards. By nurturing these innovations,

the industry empowers new entrants and fosters a more resilient and adaptive workforce.

restore confidence.

With over two million people employed across

Trust and accountability are essential to the industry.

largest employers, offering diverse career

From adhering to rigorous safety standards onsite to ensuring compliance with environmental

regulations and planning requirements, construction companies help to instil public confidence in the projects that transform local communities.

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society by building the homes, schools, hospitals

the UK, construction is one of the country’s

paths ranging from on-site apprenticeships to engineering and design roles. The sector

provides opportunities for progression and skills development, helping individuals to build longterm, rewarding careers.

Executive Summary

However, the industry faces a multitude of

Collaboration with the supply chain, particularly

embedded throughout its activities and processes.

maximising social impact. SMEs often form

challenges in ensuring that social value is

When accessing opportunities within the sector, individuals from disadvantaged backgrounds can encounter barriers to entry, such as the

perpetuation of misconceptions that careers in construction are low-paid and prevent social mobility, financial constraints that hinder

access to valuable extra-curricular, digital and

employment experiences and a continued focus

on higher education that often overlooks the many

with local businesses, is also fundamental in the backbone of local economies, and by

working closely with them, larger contractors can strengthen local skills bases, create jobs and embed community benefits into project

delivery. Ensuring that procurement processes

are accessible and inclusive for SMEs remains a

fundamental question in building a more equitable and resilient industry.

non-traditional pathways into the industry.

As a fast-paced, project-driven sector with tight

Work placements and apprenticeships are

construction industry must balance its commercial

widespread, yet those from lower socioeconomic backgrounds may find them harder to access, particularly if programmes require travel to

sites far from home. Similarly, while more firms are adopting inclusive hiring practices, the construction sector remains largely male-

dominated, impeding progress toward greater workforce diversity.

Another pressing issue is in ensuring that training

and professional development provision remains aligned with the constantly evolving needs of the industry. As new technologies and sustainability

standards gain prominence, the sector must avoid

deadlines and significant external pressures, the

demands with the drive to improve inclusion and sustainability. Addressing these challenges is

essential if the industry is to continue delivering the projects that are vital to the UK’s economic and social wellbeing.

The Breaking Down Barriers to Construction project, chaired by Rt Hon Justine Greening, works with a number of the UK’s top construction firms to

identify innovative and transformational solutions to some of the barriers to opportunity and

lasting social impact that are currently prevalent throughout the sector.

a widening skills gap.

Beyond economic contribution, the construction industry must also ensure that projects leave a

meaningful social and local economic impact and a lasting legacy for communities. Construction

projects have the potential to transform places across the UK by identifying and responding to

specific local needs and characteristics, driving

long-term social value that extends far beyond the life of the build.

As a fast-paced, project-driven sector with tight deadlines and significant external pressures, the construction industry must balance its commercial demands with the drive to improve inclusion and sustainability.

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Best Practice

3. Best Practice Roundtable Insights The Breaking Down Barriers to

Construction project brings together four

of the UK’s leading construction firms; BAM UK & Ireland, Morgan Sindall Construction, Tilbury Douglas and TSL Projects.

Chaired by Rt Hon Justine Greening, the project

aims to utilise the experience and expertise of the

are presented in Section 3, which brings together the insights of participating firms on the barriers

that continue to limit their ability to deliver lasting and widespread social impact. By highlighting

these challenges, the Breaking Down Barriers to Construction project is able to shape targeted recommendations and strategies aimed at delivering meaningful change.

four participating firms to identify examples of best

Alongside these challenges, the project recognises

mobility and opportunity within the construction

firms to strengthen their social impact. Section 3 also

practice and develop strategies that will drive social sector more widely across the industry.

Through a series of roundtable sessions, the firms identified both examples of best practice and

challenges across three key areas of focus for the

industry- pathways into construction, strengthening

construction’s role as a place leader and advancing mission-led approaches to procurement.

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The outcomes of these roundtable discussions

the significant progress already being made by

showcases case studies highlighting examples of best practice within individual firms, demonstrating their commitment to driving positive change across the

industry. While each case study highlights the work of one organisation, many of these initiatives are being

adopted more widely across other participating firms, reflecting a collective momentum towards building

a more inclusive and equitable construction sector.

Pathways into Construction

3.1 Pathways into Construction Pathways into the construction sector are vital in

Firms participating in the Breaking Down

the industry are open and accessible to all. The

the importance of starting this work early, with

ensuring that opportunities to build a career in

construction industry already has a strong track

record in this area, with many major organisations working hard to inspire people to consider

construction as a viable and rewarding career.

However, while much progress has been made,

challenges persist. Lack of representation remains an issue across certain demographics and the

entrenched focus on university as the default post16 destination for many young people continues to divert talent away from alternative routes.

Barriers to Construction project emphasised outreach beginning at primary school level

and continuing through to secondary schools, colleges and beyond. This can include career insight talks, visits to construction sites and

interactive sessions designed to spark interest and broaden understanding. A common

theme among firms was the value of making

construction relatable to young people, such as through apprentices returning to their former schools to share their own journeys into the sector.

To maintain a wide, diverse and skilled talent pool

Firms represented at the roundtables highlighted

construction must continue to develop pathways

actively working within local schools, constructing

that can meet the evolving needs of the industry,

that are both attractive and accessible to people of all backgrounds. From early school outreach to accessible apprenticeships and inclusive

recruitment processes, these pathways are critical to ensuring that the industry continues to evolve, innovate and deliver social value.

3.1.1 Attraction and Outreach

the unique opportunities created when they are or refurbishing school buildings. These projects allow firms to build meaningful relationships

with the schools and their communities, offering students first-hand experiences of a live

construction site. Inviting pupils to see their own school being built or transformed provides an

inspiring and tangible introduction to the sector,

helping to attract interest in construction careers through direct engagement.

Attracting young people and wider groups into

Outreach also extends beyond schools. Firms

and diverse talent pipeline. The industry requires a

groups and local organisations to deliver early

construction is the first step in building a sustainable wide range of skills- not only in traditional trades

but also in digital, finance, sustainability, design and management roles. Breaking down misconceptions about construction and promoting the diversity of roles in the industry is therefore key.

work in partnership with charities, community

engagement to those who might not otherwise consider construction as a career. These

partnerships allow firms to tailor interventions to specific community needs and reach

underrepresented groups more effectively.

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Pathways into Construction

3.1.2 Access step. Once that interest has been generated, it is

Case Study: Morgan Sindall Construction

open and accessible, regardless of background or

In 2025, Morgan Sindall ran a three-day

emphasised the importance of offering diverse

with Developing the Young Workforce

of traditional university pathways. Apprenticeships,

Over 160 young people aged 16–25

all being actively promoted as credible and

construction, sustainability, quantity

Inspiring interest in construction is only the first

essential that pathways into the sector are genuinely demographic. Firms involved in the roundtables

Work Taster Event in partnership

routes into the industry, particularly those outside

and Historic Environment Scotland.

T Levels, and other vocational qualifications are

participated in activities spanning digital

sustainable ways into long-term careers.

surveying, retrofitting, conservation,

BAM UK & Ireland, for example, has hosted 117

and scaffolding. Following the event, 84%

progressed into apprenticeships and permanent

to consider a career in construction,

mechanical and electrical work, bricklaying

T Level placements to date, many of which have

of participants reported they were likely

roles. This demonstrates that alternative routes can

up from 70% before the programme.

provide a direct pipeline into fulfilling careers.

Work experience opportunities also play a critical role, giving individuals practical insight into what

working in construction entails and helping them determine whether the sector is right for them.

Increasingly, firms are developing virtual work

experience programmes to eliminate geographic

and financial barriers. For instance, Morgan Sindall’s virtual programme reached over 2000 students in a single year, while Tilbury Douglas provides

placements across more than 80% of its live sites.

Beyond entry points, firms are shaping training

provision to ensure alignment with industry needs.

Tilbury Douglas invests around 6,000

hours annually in school engagement.

The company has created an innovative

interactive digital platform, Virtual World of Work, aimed at primary school children.

This tool introduces students to the

variety of roles within construction, including digital and sustainability roles, helping to capture imagination at an early age.

Morgan Sindall, for instance, collaborates with

Case study: TSL

the demands of modern construction, equipping

East Yorkshire Business Skills Hub to host

universities to design course content that meets

students with relevant skills for successful careers.

Recruitment processes are also being reimagined to ensure they are transparent, unbiased and

equitable. Online assessments and applications

remove geographic barriers, while scoring systems reduce subjectivity in decision-making. Many firms

localise recruitment at branch or site level, ensuring that opportunities reflect the specific needs of

communities and recruitment decisions are taken

by those who know their specific communities best.

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Case Study: Tilbury Douglas

In 2025 TSL engaged with the Hull and 10 teachers from local schools to their site in Hull to learn about entry routes,

roles and skills required to enter into the

construction industry. The event, included

talks from various discipline leads such as design, management, sustainability and commercial and included a discussion

on how technology and digital skills are integrated into roles.

Pathways into Construction

Case Study: Tilbury Douglas

Case Study: BAM UK & Ireland

Tilbury Douglas actively targets young people

BAM UK & Ireland has invested heavily in

offering one-week training and on-site learning

recruitment. This includes reviewing the

from lower socioeconomic backgrounds,

programmes. These placements include mock interviews with the company and supply chain partners, providing practical employability

support and confidence-building opportunities

for those who may otherwise struggle to access opportunities within the industry.

ensuring equality of opportunity within language used in job adverts, making

reasonable adjustments for candidates with

additional needs and adopting standardised interview questions to remove bias. These

measures help to level the playing field and create fairer access to opportunities.

3.1.3 Opportunity for All Despite significant progress, the construction

industry still faces challenges in representation,

Case Study: Morgan Sindall Construction

While individuals from lower socioeconomic

Morgan Sindall is working with Islamic

particularly in relation to gender and ethnicity. backgrounds are relatively well represented,

disparities remain in attracting and retaining women and people from minority ethnic

backgrounds. Firms are acutely aware of this

ongoing challenge and are developing targeted initiatives to address underrepresentation.

Partnerships with external organisations have

proven particularly valuable, bringing in specialist expertise and demographic insights. Together, firms and their partners deliver employability support, CV writing workshops and targeted

initiatives for groups such as care leavers, prison

faith organisations in Yorkshire to

engage with Muslim communities, a

group historically underrepresented in

construction. Through this collaboration, the company has offered six-month

placements to five young people, two of

whom have since secured full-time roles.

The initiative highlights the breadth of

opportunities available, from digital and engineering roles to finance and project management.

leavers and the long-term unemployed. Such work

Case Study: BAM UK & Ireland

away from opportunity and create clearer entry

BAM UK & Ireland partners with the Royal

is designed to reduce barriers for those further routes into the sector.

Representation also extends to the way firms

present themselves. Many are prioritising diverse imagery on websites, promotional materials and

recruitment campaigns to ensure that prospective candidates can see themselves reflected within

the sector. Increasingly, firms are also collecting

and analysing demographic data from applicants, helping them identify barriers and adapt

Academy of Engineering to support

university students from underrepresented groups. The initiative provides access to

mentors from diverse backgrounds and offers employability support, including CV writing and career guidance. Work placements have also been provided,

leading to tangible career opportunities for participants.

recruitment practices.

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Pathways into Construction

3.1.4 Challenges Despite the wide-ranging and proactive initiatives undertaken by contractors, persistent challenges

remain in ensuring construction is accessible and attractive to all. A key issue is the sustainability of school outreach. Engagement is often tied to live projects, meaning that once a contractor leaves an area, the momentum and relationships built

with schools may fade. This lack of continuity limits long-term impact, particularly in areas where

local authorities or schools themselves do not maintain outreach.

Geographic disparities also present barriers.

“Cold spots” with little construction activity

are often overlooked, leaving potential talent

untapped. Furthermore, the quality of careers advice in schools was repeatedly cited as a

concern. Many schools hold only a superficial

understanding of the industry, presenting it as primarily manual labour-based and failing to

highlight roles in digital, sustainability, finance or bid writing. Parents and carers also exert

significant influence, often perpetuating outdated perceptions that construction offers limited long-term prospects.

Training provision poses further challenges. Firms expressed concern that current training does not adequately reflect the sector’s evolving needs, leaving new entrants underprepared for long-

term careers. The Growth and Skills Levy (formerly the Apprenticeship Levy), while well-intentioned, was described as inflexible, and providers for apprenticeships remain limited due to the academic focus of universities.

Accessibility for career changers is another pressing

Geographic disparities also present barriers. “Cold spots” with little construction activity are often overlooked, leaving potential talent untapped.

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issue. Many individuals with transferable skills find

opportunities difficult to access due to low entry-level pay, which can deter older candidates with financial and family responsibilities. The lack of funding to

support upskilling for over-25s further exacerbates this problem, limiting the sector’s ability to benefit from a rich pool of experienced talent.

Construction as a Place Leader

3.2 Construction as a Place Leader The construction sector holds a unique and

3.2.1 Project Inception

not only through the delivery of physical

Delivering meaningful outcomes begins at the

positive change. Unlike many industries,

the Breaking Down Barriers to Construction project,

powerful position in shaping communities,

infrastructure but also by generating lasting, construction projects leave behind a visible,

tangible presence within the places they touch.

This presence, however, can go beyond

earliest possible stage. For the firms participating in social impact is embedded into the planning phases of projects to ensure that it does not become an afterthought.

buildings and infrastructure to include profound

Firms increasingly recognise that factoring social

improve social mobility, generate employment

ensuring long-term transformation rather than

social impact. At its best, construction can

opportunities, strengthen community facilities, upskill supply chain partners and embed

sustainability into the fabric of a region. In doing

so, construction firms have the potential to act as “place leaders”; organisations that play a central role in shaping the identity, resilience and longterm prospects of communities.

Longer-term construction projects, in

particular, have significant potential to achieve transformational outcomes. With extended timelines, these projects create space to

provide training, support employability and

genuinely change the trajectory of local lives.

This capacity for long-lasting influence has encouraged ongoing exploration of how

the construction sector can work with local

impact into the design of a project is vital for

short-lived boosts to local employment that vanish upon project completion. Embedding this thinking early ensures that social value becomes a thread running through every stage of project delivery.

The roundtable discussions highlighted that while all projects have some potential to deliver social value, the scale and methods of delivery vary

significantly depending on the type, length and

location of the project. Long-term projects can aim for broader, systemic changes such as improved social mobility, skills pipelines or long-term

employability. In contrast, shorter projects- those lasting under a year- must adopt more focused,

realistic goals for social impact, tailored to what is achievable within a limited timeframe.

authorities, community organisations and

To achieve these outcomes, construction firms

and ensure that the legacy of positive social

to planning for legacy and impact. These

other stakeholders to maximise local impact and economic outcomes continues to thrive within the community after construction has finished.

are adopting holistic, place-centred approaches approaches begin with a comprehensive analysis of local needs, ensuring that firms understand the challenges facing each community.

Case study: TSL TSL embeds local value needs assessments into all of its projects to ensure that investment directly benefits the communities in which it operates. This process identifies local priorities and opportunities particularly around themes such as jobs, skills, community resilience and local economic growth. As part of this

approach, TSL develops tender strategies for new projects that target a minimum of 10% Social and Local Economic Added Value, ensuring that each development delivers far more than physical infrastructure.

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Construction as a Place Leader

Case Study: Tilbury Douglas Tilbury Douglas has embedded local needs

Case Study: Morgan Sindall Construction

analysis and stakeholder engagement into

Morgan Sindall has formalised a new

with communities and local authorities early

through its ‘Just Transition’ strategy. This

its pre-construction process. By connecting on, and maintaining these relationships

throughout the project, they ensure that the

benefits delivered reflect genuine community priorities. This strategy not only improves immediate outcomes but also fosters

approach to addressing local challenges initiative focuses on supporting communities to thrive in the move towards a low-

carbon economy, addressing the risks and

opportunities that decarbonisation presents.

collaboration among local stakeholders,

The strategy aims to address the

after the construction firm has departed.

Value Act is deployed and the real needs

creating networks that endure

misalignment between how the Social of local communities, by considering

how businesses such as Morgan Sindall,

3.2.2 Community Engagement and Partnerships

can establish a longer-term legacy in specific geographic areas.

Firms participating in the project consistently

Through regional projects that bring

delivering a meaningful and enduring legacy.

supports local stakeholders to re-imagine

emphasise that partnerships lie at the heart of Collaboration with local authorities, voluntary and

community organisations and education providers creates a supportive ecosystem that amplifies

the impact of construction projects. By building a network of stakeholders, construction firms

can extend their influence beyond the physical

boundaries of a site, ensuring that the benefits of

together multiple stakeholders, the firm

how individuals and businesses can thrive in the future, with the aim of creating

resilient, future-proofed communities that are actively benefiting from the transition to net zero.

a project reach the entire community.

Case Study: TSL

A key aspect of this work is engagement with

TSL provides a strong example of

and helping them to adapt to emerging demands,

SmartParc in Derby. By partnering closely

ensure that their positive impact continues after

the site was integrated into local initiatives

sustainable, self-sufficient local economies.

schools with employers and cultural

Resident engagement is equally critical. Local

horizons. This demonstrates how strong

by projects, are too often left out of planning

firms and local authorities can embed

recognising the importance of involving residents

into a project’s legacy.

supply chain partners. By upskilling local suppliers

place-based leadership in its work on

such as low-carbon construction methods, firms

with Derby City Council, TSL ensured that

the project concludes. This approach also promotes

such as the Derby Promise, which connects organisations to broaden young people’s

people, who are often the most directly affected

collaboration between construction

decisions and consultation. Firms are increasingly

long-term educational and social benefits

early and consistently, enabling them to shape the outcomes that will affect their daily lives.

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together with stakeholders and partners,

Construction as a Place Leader

3.2.3 Measuring Social Value

3.2.4 Challenges

Measurement and accountability are essential

While the roundtable discussions showcased

but delivered. Construction firms increasingly

Down Barriers to Construction firms to deliver

for ensuring that social value is not just promised recognise the importance of transparent and

accessible metrics to demonstrate the outcomes of their projects. Clear measurement enables

clients, stakeholders and local communities to

the widespread work being done by all Breaking transformational social value in communities,

persistent challenges that are impeding further progress were also revealed.

understand the benefits a project has created,

The lack of cohesion across the construction

their commitments.

numerous barriers to achieving greater social impact.

and to hold firms accountable for delivering on

Participating firms have all developed robust internal frameworks for both forecasting and

tracking social value, with many refining their

methods to ensure outcomes are presented in ways that local residents can understand.

ecosystem is a recurring theme which presents

Much of the responsibility for social value currently falls on construction firms alone, when in reality, architects, designers and other stakeholders a

significant role to play in embedding social impact into project delivery. A more holistic approach is

needed, integrating design and construction so that economic, social and employment impacts are considered at every stage.

Case Study: BAM UK & Ireland

Inconsistencies across Local Authorities also create

Measuring and demonstrating social value

expectations and levels of engagement, meaning

embedding social value into all aspects

This lack of standardisation extends to clients, whose

ensures that social impact is never an

often lead to unrealistic expectations, particularly on

including delivering 35% social, local and

altogether. These inconsistencies make planning

These targets are supported by a series of

stretching firms’ capacity to deliver.

strong emphasis on social mobility.

Measurement remains a complex issue. Frameworks

Furthermore, the firm’s focus on educating

Measures’ (TOMs) system were designed to provide

that social value becomes a shared priority,

social value, but in practice they now sit alongside a

challenges. Each authority has its own processes,

is a key priority for BAM UK & Ireland. By

firms must adopt bespoke strategies for every project.

of project planning and delivery, the firm

varying levels of understanding around social value

afterthought, and has set ambitious targets,

shorter-term projects, or, conversely, a lack of interest

economic value on all projects by 2026.

for social impact time- and resource-intensive,

Key Performance Indicators that place a

such as the Social Value ‘Themes, Outcomes and

clients and sharing local research ensures

a single, standardised way of defining and calculating

rather than an isolated deliverable.

growing number of alternative platforms and tools

used by frameworks and suppliers. Taken together, this approach makes it increasingly difficult to compare performance between projects or

Measuring and demonstrating social value is a key priority for BAM UK & Ireland.

organisations. With no common, mandated core of measures, there is a risk that compliance with

whichever metrics a given client has chosen takes

precedence over delivering meaningful, long-term social impact.

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Mission-Led Procurement

3.3 Mission-Led Procurement Procurement is a central element of the construction

The Procurement Act itself provides a new

suppliers are involved in delivering a project, but

how social value is approached, rather than

process, determining not only which companies and also shaping the broader social, environmental and economic outcomes that flow from it.

Through procurement, construction firms establish their supply chains, identify partners and set

standards for delivery. This means procurement decisions carry weight well beyond cost

mandating a single model. Within this context,

there remains an emphasis on achieving value

for money and maximising public benefit, while

reducing barriers for SMEs to participate in supply chains and encouraging greater consideration of

social outcomes across all levels of procurement.

considerations; they influence the creation of jobs,

As firms adapt to these new requirements,

materials and ultimately the extent to which projects

Breaking Down Barriers to Construction project

the inclusion of local businesses, the sustainability of contribute to long-term community benefit.

In recent years, procurement in the UK construction sector has continued to evolve. While the

Procurement Act 2023 and the National Procurement Policy Statement, introduced in early 2025, have

reshaped the procurement framework, the primary legal obligation to consider social value still sits

with public procurers under the Social Value Act.

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structure that leaves significant discretion in

industry-wide collaboration, such as through the roundtables, has become critical in providing valuable spaces for firms to explore how

procurement processes can be redesigned to

deliver positive social outcomes without creating additional burdens. Procurement is no longer simply about purchasing at the lowest cost,

but about embedding sustainability, inclusion

and community benefit into the foundations of construction projects.

Mission-Led Procurement

3.3.1 Procurement with Purpose The project’s roundtable discussions highlighted that the participating firms already have welldeveloped procurement strategies where social value and sustainability are central

considerations, even before the new legislation

was introduced. The firms routinely consider these factors above cost when making procurement

A key development has been ensuring that these procurement priorities are understood and adopted across the entire business.

decisions, reflecting a clear sense of mission in how they operate.

The new legislative requirements have shaped

Case Study: BAM UK & Ireland

that their core priorities remain unchanged.

BAM UK & Ireland exemplifies purpose-

and community benefits through procurement,

‘building a sustainable tomorrow’. The

procurement processes, but firms emphasised They are committed to delivering social value

regardless of the latest political priorities. Frequent changes in political agendas - for example,

whether the emphasis is on rapid economic growth or the green transition - can

be difficult for firms to adapt to if they were to shift strategies every time the national

conversation moves. Instead, firms stressed that they remain dedicated to their own missions,

ensuring stability and consistency in how they

driven procurement with its mission of

firm has embedded sustainability into its

procurement strategy, making it a central theme of decision-making. This strategy was developed collaboratively across

BAM UK & Ireland’s UK and Ireland and Netherlands offices, setting consistent

expectations internationally and securing buy-in from across the entire company.

embed social value.

When engaging with potential supply

A key development has been ensuring that

them to answer detailed questions about

these procurement priorities are understood and adopted across the entire business.

Firms are mandating training, not only for procurement teams but also for wider

colleagues, to ensure that everyone is aligned with this mission. This training reinforces the principle that decisions should no longer be

based on cost alone, but should prioritise social value and sustainability. By embedding this

approach at all levels of the business, firms are

ensuring that procurement becomes a collective

chain partners, BAM UK & Ireland requires sustainability before any discussion of

cost takes place, ensuring that the firm’s

expectations on this topic are clear from the outset. Furthermore, the company allocates a dedicated client director to each client, whose role is to guide them through the

procurement process and ensure that they too are engaged with BAM UK & Ireland’s mission of prioritising sustainability and social value over cost alone.

effort driven by shared purpose.

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Mission-Led Procurement

3.3.2 Supporting SMEs

The roundtables revealed a growing movement within the construction industry, which is

reinforced by legislation, towards a more local and place-based approach to procurement.

This reflects recognition of the unique expertise that SMEs can bring to projects and the

wide-ranging community benefits their involvement can deliver.

Employing local SMEs strengthens regional economies, creates jobs and provides

opportunities to upskill local people. In doing so, communities become more resilient and self-sufficient, with benefits that extend far beyond the life of a single project.

There is strong appetite across the sector to

see more SMEs participating in supply chains.

However, the expectations placed on them can

Case Study: Tilbury Douglas

demonstrate how they will deliver social value,

Tilbury Douglas has a presence across

their social, economic and environmental

extensive use of local SMEs in its

be challenging. SMEs are now required to

including providing measurable evidence of

a wide range of UK regions and makes

impacts, and committing to KPI targets.

procurement. On longer-term projects,

For smaller firms with limited resources, producing

to regional SMEs.

firms are therefore stepping in to support SMEs,

While partnering with smaller businesses

assistance to help them meet procurement

resources and capacity, Tilbury Douglas

however the additional time and resource

that SMEs can deliver. By contributing

construction firms should not be overlooked.

upskilling, SMEs become powerful partners

this level of detail can be difficult. Larger Tier 1

around 95% of procurement decisions go

offering training, upskilling and policy development

can bring challenges due to their limited

requirements and gain entry into supply chains,

recognises the significant social impact

constraints this places on already-stretched

to local recruitment, job creation and

in delivering social impact. The firm takes a realistic approach to what SMEs can

For smaller firms with limited resources, producing this level of detail can be difficult.

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deliver, supporting them where needed

while appreciating the unique value they bring to communities.

Mission-Led Procurement

3.3.3 Challenges

Construction companies often find themselves left to interpret and implement these changes alone, without wider industry guidance or leadership, creating additional pressure on internal resources.

The transition to mission-led procurement is

not without its challenges. Participating firms

reported that while they had already embedded

strong processes prior to the introduction of new

legislation, adapting to new requirements can still be difficult, particularly given the rapid pace of

change driven by shifting political environments.

Construction companies often find themselves left to interpret and implement these changes alone, without wider industry guidance or leadership,

creating additional pressure on internal resources.

Case Study: Morgan Sindall Construction Morgan Sindall places strong emphasis on

working with SMEs to deliver outcomes that address local priorities and create lasting community legacies.

A prime example is its work retrofitting

the Crystal Palace National Sports Centre.

The firm developed a comprehensive Social Value Plan for the project, which included a major focus on skills development and

legacy building. This was achieved through a wide range of initiatives, such as careers events, school engagement sessions

across five London boroughs and intensive collaboration with supply chain partners.

SMEs were supported in developing the

specialist skills required to work on Grade II listed structures, leaving them better

equipped for future projects. In this way, the project delivered both immediate benefits and a longer-term skills legacy within the local SME community.

Another key challenge is how bids are evaluated.

The reliance on proprietary measurement systems – including the TOMs framework and a range of other platform-based tools – can encourage

a tick-box mentality. Firms expressed concerns

that procurement decisions risk becoming more

about maximising scores within a chosen system than about achieving genuine social outcomes.

For example, partnerships with local SMEs, which firms agreed often deliver the most meaningful

and lasting social impact, may not score highly depending on the metrics used. This creates a

misalignment between what is rewarded during

procurement and what actually creates long-term community benefit.

Supporting SMEs also remains resource-intensive for both Tier 1 firms and smaller suppliers. While larger contractors are committed to helping

SMEs upskill and enter supply chains, the reality is that time, personnel and financial resources

are often limited on both sides. This makes the process of integrating SMEs into supply chains

slow and challenging. There is a need for more

realistic expectations about what SMEs can deliver, recognising their limited capacity but also valuing the significant social impact they can achieve when given the opportunity.

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Recommendations

4. Recommendations The insights shared during the Breaking Down

Pathways into Construction

been analysed by This is Purpose to produce

1. National Education Engagement Strategy

recommendations aim to help construction firms

roundtables was the need for greater coordination

Barriers to Construction roundtables have

a series of strategic recommendations. These - as well as policymakers and wider industry bodies - to strengthen and scale the social impact they deliver.

The proposals below draw directly from the

experiences and expertise of industry leaders

and practitioners involved in this project, focusing on practical measures that can drive equality

of opportunity, foster collaboration and enable long-term community benefit.

The recommendations are structured

around the three key focus areas of the

roundtables: Pathways into Construction,

Construction as a Place Leader and MissionLed Procurement. Together, they provide a

roadmap for a construction industry that is not only economically successful but also socially transformative.

One of the strongest themes emerging from the and consistency in outreach and engagement efforts. With this in mind, a national, industry-

wide school and college engagement strategy

should be introduced, supported by the creation

of a central database that connects and records all outreach activity undertaken by construction firms in schools and communities. This would

allow firms working in a particular region to see which schools have already been engaged, by

which firms, and when. Such a database would make it easier to coordinate efforts, facilitate

effective handovers when one firm completes a

project and another begins work in the same area and help ensure that students inspired by earlier engagement opportunities are not left behind once a firm departs.

This system should also include mechanisms to flag when a firm is about to exit an area,

enabling discussions around how the outreach and skills work it initiated can be continued by local stakeholders or incoming firms. By

doing so, the database would help address the

current challenge of fragmented and short-term outreach activity- a concern widely recognised during the roundtables.

Furthermore, this approach would promote collaboration and shared responsibility,

encouraging firms to ‘pass the baton’ rather

than operate in isolation. Firms could also be encouraged or even required to revisit areas in which they have previously worked,

maintaining ongoing relationships with schools and local partners.

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Recommendations

2. National Attraction Campaign

3. Pathways for Career Changers

attraction campaign to inspire more people

construction must also go beyond younger

There is a pressing need for a national

to pursue careers in construction. Much like the campaigns used to promote teaching or the

armed forces, this initiative should aim to reshape perceptions of construction, highlighting the

wide variety of roles available and the modern, skilled and innovative nature of the industry.

Given the widening skills gap across

Efforts to strengthen pathways into

entrants. There is substantial untapped

potential among older workers and career changers. The industry should introduce

targeted pathway programmes for individuals seeking to shift sectors, recognising the

transferable skills, diverse experiences and perspectives they can bring.

the sector, such a campaign could play

To attract these individuals, policymakers

addressing persistent misconceptions about

and employees, for example, reducing

a critical role in attracting new talent and

what working in construction entails. Both the national engagement database and this

attraction campaign should be championed by industry bodies such as the Construction

should explore incentives for both employers National Insurance contributions for firms

that invest in reskilling UK-based talent or introducing a reverse immigration levy

surcharge. Financial support mechanisms

Industry Training Board (CITB) to ensure

could also include allowing career changers

burden of implementation falling solely on

while undertaking low-paid apprenticeships,

whole-industry buy-in and to prevent the individual firms.

to continue receiving Jobseeker’s Allowance

easing the financial transition into a new industry.

Construction firms should also consider

These pathway programmes would reflect

Purpose Lab sessions focused on engaging

younger generations who increasingly pursue

working further with This is Purpose to hold

directly with young people at the beginning of the talent pipeline. Purpose Lab sessions

would offer construction firms the opportunity to share insights into the construction sector with university students and gain a better understanding of their perceptions of the industry.

modern working patterns, particularly among multiple careers across their lifetime rather than remaining in a single sector. As the

world of work evolves and the demand for skills in areas such as AI, digital technologies and

green construction continue to grow, enabling and incentivising mid-career professionals to reskill quickly will be essential.

The industry should introduce targeted pathway programmes for individuals seeking to shift sectors, recognising the transferable skills, diverse experiences and perspectives they can bring.

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Recommendations

Construction as a Place Leader 1. National Best Practice Framework

To reduce the burden currently placed on individual firms, the construction industry

should collectively establish a clear best practice framework for local stakeholder engagement.

This framework should set out what best practice

looks like for working within communities, clarifying the expectations on firms operating in local areas.

It should encompass engagement with the

2. Refining Social Value Measurement

residents, local authorities, architects, designers

and challenging aspects of social value delivery.

entire ecosystem, including local stakeholders, and supply chain partners, and ensure that activities prioritise addressing local needs, supporting local skills development and

delivering measurable community benefit.

Such a framework would provide firms with

clarity and consistency, addressing one of the

key challenges identified during the roundtables: the lack of standardisation across regions

and local authorities. With each area currently operating differently, firms often need to

Measurement remains one of the most inconsistent Firms reported having to work with a wide range of

tools - including the TOMs framework and a growing number of alternative systems provided through

frameworks, platforms and suppliers - which can

produce results that are difficult to compare and, at times, feel almost pointless to set side by side.

Without a common, mandated core of

outcome-based measures, social value reporting risks reinforcing a tick-box mindset rather than driving meaningful, long-term impact.

adapt their engagement models repeatedly.

Industry bodies and government should work

adopt a more consistent, efficient approach

outcomes-focused measures that all frameworks

A national framework would enable them to while maintaining flexibility for local context.

The framework should also distinguish

between what is achievable on projects

of different lengths. Establishing realistic

expectations for what can be delivered on

projects over and under 52 weeks would bring much-needed clarity and prevent unrealistic

together to agree and require a shared set of core, and platforms must be able to report against.

Alongside this, firms and local authorities should

consider adopting the Social Scopes measurement

framework as a way of bringing greater consistency, transparency and community focus to how social value is assessed and communicated. Using a

framework that is impartial and easy to understand would help clients, local authorities and residents

demands from clients or local authorities.

to see more clearly what a project has contributed

feasibility and ensure that social impact

to meet the specific reporting requirements of

This would help balance ambition with

goals remain credible and deliverable.

to their area, while still allowing organisations individual procurement frameworks.

To reduce the burden currently placed on individual firms, the construction industry should collectively establish a clear best practice framework for local stakeholder engagement.

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Recommendations

Mission-Led Procurement 1. Stronger Industry Leadership on Procurement

More funding and coordinated support are

construction sector is urgently needed to provide

industry bodies, including the CITB, to help SMEs

Leadership from industry bodies across the

clarity and direction on procurement priorities.

Frequent changes in the political landscape can create uncertainty about what should

be prioritised when evaluating bids, making

it challenging for firms to maintain consistent procurement strategies.

therefore required from both government and

develop the capabilities needed to participate

fully. This should include targeted investment in

training and development for emerging areas such as green construction and AI-driven technologies, ensuring that smaller firms are not left behind as the industry evolves.

A unified, industry-led voice, potentially through

At present, SMEs often do not score well in

help set stable guidance on how to balance

expectations can be disproportionately high

sector bodies or professional associations, could social value, sustainability and value for money

in procurement decisions, regardless of political

shifts, reducing the burden on individual firms to navigate policy shifts alone.

2. Support to Upskill SMEs

There is widespread consensus that SMEs bring

enormous local expertise and potential to deliver social value, yet too much of the responsibility

social value measurement systems, as

relative to their size and capacity. A more

supportive and realistic approach is needed one that helps both SMEs and Tier 1 firms work

together effectively to maximise social outcomes.

By investing in SME capability and improving

how their contributions are evaluated, the industry can unlock significant untapped social and economic value in local communities.

for upskilling and supporting them currently falls on construction firms themselves. Larger Tier 1

contractors are already stretched for time and

resources, and many smaller businesses struggle to meet the increasingly complex requirements needed to enter supply chains.

At present, SMEs often do not score well in social value measurement systems.

5. Conclusion The recommendations presented in this section represent practical steps that can be taken by construction firms, industry bodies and

policymakers to enhance social value delivery across the sector. From building consistent national frameworks for engagement and

measurement, to fostering inclusive pathways

into construction and strengthening procurement practices, these measures collectively aim

to create a more equitable, sustainable and socially responsible industry.

The success of these recommendations will depend

on shared ownership and collaboration. It will require leadership from industry bodies like the CITB, active

participation from construction firms of all sizes and clear commitment from government to support

reskilling, upskilling and consistent measurement.

If implemented collectively, these actions will not only enhance the sector’s contribution to society but also ensure that construction continues to

play a defining role in shaping places, supporting communities, and creating opportunity for all.

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Executive Summary

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