making social value work: a practical guide for facilities management.

Over the past two blogs in this series, we’ve explored why social value is rising up the business agenda in the facilities management (FM) sector and the critical role partnerships play in driving impact. Now, let’s get practical.

For many organisations, social value can feel like an abstract concept - important, certainly, but difficult to implement in a structured, measurable way. The truth is, embedding social value isn’t just about ticking a box for tenders or compliance. It’s about creating stronger businesses, more engaged workforces, and sustainable communities that, in turn, benefit the organisations operating within them.

the business case for social value.

We’ve already seen that the most forward-thinking FM providers are embracing social value not just as a responsibility but as a business strategy. And for good reason. Companies that take social value seriously gain:

✅ A stronger reputation: Clients and communities increasingly want to work with organisations that create a positive impact.
✅ Competitive advantage: FM providers with clear social value strategies stand out in tenders and partnerships.
✅ More engaged employees: People want to work for companies that invest in their people and communities.
✅ Operational resilience: Addressing social and environmental risks upfront helps businesses avoid penalties and reputational damage.
✅ Cost efficiencies: Initiatives like energy efficiency and well-being programmes often reduce costs in the long run.
✅ Access to new markets: Organisations prioritising ethical, sustainable business attract clients who value social impact.

As OCS put it:

where to start: a practical checklist.

If you’re looking to integrate social value into your FM operations but aren’t sure where to begin, here’s a simple framework to follow:

1. assess your current impact

• Conduct an audit of your existing operations to see where social value is already being created.
• Identify gaps and opportunities - are there areas where you could be doing more?

2. define clear objectives

• Set specific, measurable goals that align with both business objectives and community needs.
• Consider where your biggest impact could be - employment opportunities, sustainability, well-being, or local economic support?

3. engage your stakeholders

• Consult employees, clients, suppliers, and community groups to understand their priorities and concerns.
• Foster a shared sense of responsibility - social value works best when it’s a collective effort.

4. develop tailored initiatives

• Create programmes that address identified needs, such as local hiring schemes, upskilling initiatives, or mental health support.
• Ensure your approach is flexible - what works in one community may not be the right fit for another.

5. balance global strategy with local impact

• A company-wide social value framework is important, but local execution is where real impact happens.
• As Mitie says: "While global strategies provide a framework, it’s the local implementation that truly drives social value."

6. monitor, measure, and report

• Implement tracking mechanisms to measure progress against your objectives.
• Be transparent about your successes and challenges - this builds credibility and trust.

7. continuously improve

• Regularly review and refine your strategies to respond to evolving community and business needs.
• Social value isn’t static, it should evolve with your organisation and the world around you.

looking ahead: turning strategy into action.

This guide marks the final instalment in our Social Value in FM series, but we’re not stopping here. Next, we’ll be launching a downloadable template to help businesses structure their social value strategies, with practical steps and examples.

If you’d like further insights or to contribute to the conversation, we’d love to hear from you. Let’s make social value a reality, not just a concept.