Maximising social value through cross-sector collaboration | Insights

Social value—the broader positive impact an organisation creates for society and the environment beyond financial performance—has become a key priority in recent years, especially in public procurement and talent retention. Regulations like the UK’s Public Services (Social Value) Act 2012 and the Procurement Act 2023 and global goals like the UN’s Sustainable Development Goals (SDGs) have encouraged businesses to embed social value and sustainability into their core strategies.

To understand how cross-sector collaboration can help amplify social value, drive inclusive growth and deliver sustainable outcomes for organisations, we spoke with Louisa Finlay, Chief People Officer at Kier Group, one of our member organisations involved in infrastructure, construction, and property projects across diverse sectors like education, healthcare, environment and transport.

Key takeaways

·       Data-driven governance and real-world case studies ensure comprehensive and transparent evaluation of social value initiatives.

·       Embedding social responsibility at both functional and operational levels is vital and requires a cultural shift across the organisation, including leadership commitment, measurement, employee engagement and supply chain partnerships.

·       Cross-sector collaboration with charities and government bodies can help drive social mobility, create employment pathways, and empower vulnerable communities across sectors through shared networks and resources.

·       Strategic long-term initiatives and continuous community feedback help foster meaningful, sustained impact in local communities.

How do you measure and assess the impact of social value initiatives at Kier?

“At Kier, we take a dual approach to ensure a comprehensive and transparent evaluation of our social value initiatives and create meaningful outcomes for communities.

Quantitative measurement: We use the Thrive Social Value Calculator, a centralised platform that tracks data and evidence from Kier and our supply chain in real-time. Thrive uses the Impact Evaluation Standard (IES) metrics to translate social impact into indicative financial terms – in other words, financial proxies – to ensure alignment with industry standards and help make meaningful comparisons. This ensures transparency and robust reporting while driving tangible outcomes. For instance, we delivered £583 million in added social value in our last financial year through our workforce, supply chain and positive impact in our local communities.
Qualitative insights: Data alone isn’t enough; we bring the numbers to life through human stories and feedback. Case studies and input from beneficiaries highlight the real-world impact. For example, through our Kierriculum programme, we go into schools, deliver lessons, and share resources on what construction does and what a career could look like. We then collect feedback from students and teachers to test the value-add they got from the programme and to refine and enhance these educational outreach efforts.
Additionally, we adhere to the social value KPIs embedded in our clients' contracts, ensuring we drive a broader, tangible impact in local communities. This will be even more important as the Procurement Act is implemented later this year. Focusing on social value is something we do as part and parcel of being a responsible business and delivering on our responsibilities of being a government strategic supplier. ”

What strategies do you employ to integrate social responsibility into core business functions?

“Integrating social responsibility is fundamental to our culture, values, and everyday business practices. We ensure:

· Leadership commitment: While accountability for social responsibility sits within the People function I lead, it’s a shared responsibility between our leadership team. Senior leaders visibly support and actively participate in our social responsibility initiatives, driving organisational engagement and inspiring teams to contribute meaningfully to these goals. It is also part of our balanced performance scorecard, so we have organisational and leadership KPIs to deliver against social value targets. This drives continuous progress and improvement. Social responsibility is a shared endeavour, so we are involved in several partnerships to share best practices across and outside the sector. One example is the role our Corporate Affairs Director, Sophie Timms, holds on bodies such as the Impact Evaluation Standards Board and through public and private sector roundtables.
· Employee engagement: Everyone has a role to play in social responsibility. Sustainucation®, our sustainability literacy programme, ensures that every employee understands their role in creating a positive social impact, whether at work or home.
· Supply chain collaboration: Kier has around 9000 supply chain partners. Working with supply chain partners extends social responsibility beyond our internal teams. We are founding members of the Supply Chain Sustainability School and work closely with individual suppliers. One subcontractor, for example, Heidelberg, donated materials to repair Bourne River Community Farm, amplifying the positive impact on local communities.
· Volunteering: We recognise the benefits of volunteering, offering each of our 10,000 employees two paid days to volunteer annually. This initiative not only supports personal and professional growth but also enhances well-being, as evidenced by studies showing new skills, networking, and improved mental health benefits.
· Communication strategy: We embed social responsibility into our communication strategy through workshops and collaboration, ensuring these values are reflected in our messaging and across all touchpoints.”

How can cross-sector collaboration help maximise social value impact?

“Cross-sector collaboration has been pivotal in advancing our social sustainability goals, particularly in driving social mobility across sectors and supporting vulnerable communities.

Driving social mobility: Collaboration with organisations like the Social Mobility Commission Employer Advisory Group and the West Midlands Employer Alliance provides access to best practices and workforce data, promoting initiatives such as work experience to boost social mobility.
Creating employment pathways: Partnerships with charities such as Centrepoint provide training, certification, and work experience for homeless youth, helping them secure jobs. We also coordinate with public sector partners, including the Department for Work and Pensions (DWP) and job centres, to offer training and employment opportunities. Additionally, through our ‘Making Ground’ programme, we deliver employment and training to prison leavers and those released on temporary licences. Over the last three years, 75 prison leavers have been employed, and 64 ROTL placements were offered within Kier and our supply chain. We work closely on these efforts alongside the Ministry of Justice (MoJ) and the New Futures Network (NFN) through site visits, speaking engagements, promotional videos, and podcasts.
Empowering disadvantaged groups: As part of the West Midlands Employer Alliance, we help design jobs for underrepresented groups, such as those with care experience or criminal convictions, increasing access to employment opportunities for disadvantaged individuals.
Supporting vulnerable communities: Cross-sector partnerships extend to community projects, such as collaborating in Norfolk with the Ferry Project, Anglian Water, and other partners to create a supportive Hub for homeless individuals. “

What are some best practices for engaging communities and building long-lasting relationships?

“We take the following approach to foster meaningful, long-lasting relationships with communities:

· Understand local needs: We conduct local needs assessments and engage with community groups directly to identify priorities. For example, Kier’s Natural Resources, Nuclear & Networks division worked with Wembdon St. George’s Church School to transform a disused swimming pool into an outdoor learning space based on local engagement.
· Facilitate accessible communication: We use diverse communication methods—town halls, social media, etc.—to ensure accessibility and foster meaningful dialogue. This approach considers cultural differences and the diversity of local populations.
· Commit to long-term engagement: Strategic long-term initiatives help build stronger relationships. For example, multi-year contracts in Kier’s Transportation division provide students with multiple touchpoints to explore careers in construction, leading to full-time employment for some.
· Adapt to evolving needs: We stay flexible and adapt to changing community requirements to ensure initiatives' ongoing relevance and impact.
· Celebrate success and report back: Transparency strengthens trust. Businesses reinforce positive relationships by updating communities on outcomes and celebrating successes.”

Conclusion

Kier Group’s approach to integrating social responsibility and fostering cross-sector collaboration offers a clear and strategic blueprint for organisations seeking to create meaningful social value and maximise social impact. Organisations can make meaningful, long-term social impact by blending data-driven evaluation with human stories, embedding social responsibility into core business functions and metrics, and actively engaging with communities. Focusing on cross-sector collaboration—whether through public sector partnerships, supply chain engagement, or support for disadvantaged groups—extends the reach of social value outcomes. As businesses continue to align with social values and sustainability goals, such best practices will enhance organisational resilience and help drive inclusive growth and prosperity.

Join us at WIG’s 11th Annual Diversity and Inclusion Conference on March 19, where you will gain valuable insights and hear diverse perspectives from leaders across sectors on catalysing inclusive growth.

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