1.0 Scope

This policy is applicable to all operational business areas within the Seetec Group, including Pluss CIC and is designed to provide a comprehensive overview of Seetec’s approach to delivering Social Value.

“Social Value” represents the broader, positive, impact that Seetec creates for society; economically, environmentally and socially, over and above our contractual commitments.

As a majority employee-owned business, Seetec is committed to operating in a manner which creates positive Social Value impacts through all the services we provide.

1.1  Legislative context

Our approach to creating Social Value reflects the evolving legislative and policy landscape across the UK and the Republic of Ireland. Key recent developments include the Procurement Act 2023, which established a new framework for public procurement in England, Wales, and Northern Ireland alongside the UK Government’s Social Value Model (PPN 002, Feb 2025), which applies to all central government procurement from October 2025 onwards.

Whilst Seetec’s approach to creating Social Value continues to evolve, we are committed to aligning with the requirements of all relevant social value legislation and guidance across the UK and Ireland, which also includes:

• England & Wales: Public Services (Social Value) Act 2012.
• Wales: Well-being of Future Generations (Wales) Act 2015.
• Scotland: Procurement Reform (Scotland) Act 2014.Northern Ireland: Procurement Policy Note 01/21 (Social Value in Procurement).
• Republic of Ireland: Circular 20/2019.

2.0 Our Social Value Approach

2.1  Social Value Objectives

Our Social Value strategy focuses on achieving tangible outcomes that are aligned with the priorities of our employee-owners and wider stakeholders. The outcomes are directly linked to the UK Government’s Social Value Model, which stipulates five national ‘missions’, which will apply to all central government procurement moving forward.

Seetec’s key objectives are:

• Strengthening Communities: To actively contribute to the growth, health, and resilience of the communities where we operate.
• Developing People: To champion local skills development and create employment pathways, thereby reducing inequality and empowering individuals.
• Sustainability: To embed sustainability in our operations and take meaningful action to safeguard the environment for the future

These key objectives align to the Social Value Model’s five missions, which are:

• Mission 1: Kick-starting economic growth – Jobs, skills, innovation, stronger supply chains.
• Mission 2: Make Britain a clean-energy superpower – Low-carbon delivery, sustainability, green supply chains.
• Mission 3: Take back our streets – Community safety, crime reduction, neighbourhood resilience.
• Mission 4: Break down barriers to opportunity – Fair work, inclusive employment, access for disadvantaged groups.
• Mission 5: Build an NHS fit for the future – Health, wellbeing, resilient health-related supply chains.

By aligning our Social Value objectives with the Social Value Model, we hope to place Seetec in the best possible position to drive future growth through evidencing the positive impact that we, as individuals and as an organisation, have on society; economically, environmentally and socially.

2.2  Impact Evaluation Standard (IES) Framework

As Seetec continue to integrate these Objectives into the way we operate, make decisions and deliver contracts, Commissioners will also assess us based on the Social Value these Objectives create, both locally and nationally. Our Objectives have been translated into a measurement framework that can be applied to any project, corporate initiative or business unit to track our progress.

Seetec have partnered with Thrive, an online software platform specifically designed to help organisations track, audit and report on all their Social Value and broader Environmental, Social and Governance (ESG) activities to map our objectives into standardised metrics, based on the Impact Evaluation Standards (IES).

The Impact Evaluation Standard (IES) is a proprietary framework designed to help UK organisations measure and value their social value activities. The framework is a collection of 149 metrics and supporting guidance which has been developed by industry experts in accordance with the UK government’s Green Book Guidance and which incorporates and builds upon both versions of the UK government’s Social Value Models (PPN 002 and PPN 06/20).

The framework includes a range of custom ‘Proxy Values’ which allow organisations to convert the social impact they create into an indicative financial value. Collectively, the metrics; proxy values and guidance provide a transparent, consistent and auditable model for tracking and valuing many business activities.

2.3  Seetec Objectives mapped to Impact Evaluation Standard (IES) Metrics

Key Mission	Outcome	Metric (Social Value Objective)
Mission 1:	Outcome 1 – Fair work that offers fair wages and good working conditions. Help people get a job, stay in work and progress in their careers with good employment opportunities across the country	IM109A – Number of hours of volunteering spent by employees through corporately organised schemes.
		IM136 – Mean (average) gender pay gap in hourly pay, expressed as a percentage difference between men and women.
		IM138 – The percentage of an organisation’s direct employees paid Real Living Wage.
Kick start economic growth	Outcome 3 – Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises	IM48 – The value of contract opportunities awarded in £ spent to Small & Medium Enterprises (MSMEs).
		IM49 – The value of contract opportunities awarded in £ spent to Charities, Social Enterprises & Voluntary Organisations (VCSEs).
		IM113 – Donations (£) – Cash & Products
		IM130 – Percentage of invoices paid within 30 days (%).
Mission 2:   Make Britain a clean energy superpower	Outcome 4: Sustainable procurement practices: reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies	IM64 – Number of hours spent on environmental training and education.
		IM65 – Number of hours of volunteering spent supporting environmental initiatives.
		IM69A – Total annual reduction in greenhouse gas emissions (MtCO₂e), measured against a baseline.
Mission 4: Break down barriers to	Outcome 6: Employment and training for those who face barriers to employment	IM115 – Number of full-time equivalent (FTE) hires of those who are disabled.
opportunity	Outcome 7: Creating a pipeline of opportunities for the contract workforce, reducing barriers to entry for underrepresented groups	IM125 – Number of females employed in the workforce.
		IM126 – Number of people from an ethnic minority background employed in the workforce.
Mission 5: Build an NHS fit for the future	Outcome 8: Increasing productivity through physical and mental wellbeing: in the supply chain and communities in the relevant area	IM103 – Number of employees trained as Mental Health First Aiders.

3.0 Reporting and Governance

3.1  Reporting

We commit to measuring the Social Value Objectives across projects in a structured and consistent way, alongside transparent reporting. We will share our progress through:

• Regular reporting to our commissioners, as stipulated in our contracts.
• Publishing social value results and case studies within our quarterly business updates to colleagues on My Seetec.
• Detailed reporting to Group Executive Board on a quarterly basis.
• Including our social value progress against our Objectives as part of an annual report.

3.2   Governance

Seetec ensures that Social Value is embedded across all business areas, delivered consistently, and monitored transparently. Governance is structured around clear lines of accountability, oversight and assurance.

Executive Accountability

The Executive Director for Commercial is the policy owner and holds overall accountability for ensuring that Social Value is embedded across the Group. This includes ensuring alignment with relevant legislation and guidance, including the Procurement Act 2023 and the UK Government’s Social Value Model.

Operational Responsibility

Operational colleagues and Contract Managers are responsible for:

• Embedding Social Value objectives into contract mobilisation and delivery
• Ensuring accurate and timely data entry into Thrive
• Monitoring progress against Social Value commitments at contract level
• Identifying risks, issues, and opportunities for improvement.

Employee‑Owner Engagement

As a majority employee‑owned business, Seetec recognises the role of colleagues in creating Social Value. All employees are expected to contribute to Social Value outcomes through their work, volunteering and engagement with local communities.

Oversight and Assurance

The Group Executive Board receives quarterly Social Value performance reports, including progress against IES metrics, risks, and improvement actions.

Internal Compliance teams may review Social Value data, processes, and claims to ensure accuracy, transparency and alignment with contractual and legislative requirements.

Risk Management

Social Value risks, including data quality, under‑delivery, non‑compliance and reputational risk are monitored through Seetec’s existing risk management framework. Mitigations are reviewed quarterly and escalated where required.

Continuous Improvement

Seetec is committed to continuously improving its Social Value approach by:

• Reviewing this policy annually or in response to legislative changes
• Updating metrics and processes in line with the Impact Evaluation Standard (IES)
• Engaging with commissioners, employee‑owners, and stakeholders to refine priorities