We have consistently delivered social value equivalent to 30 per cent of turnover, or more, here’s how
Octavius thrives in frameworks. In addition to places on local and regional authority transport frameworks nationwide the company has secured 10 of the 13 UK highway frameworks it bid and is the only contractor with a presence in every Network Rail region.
As vital as successfully creating transport infrastructure is ensuring the communities we are working in are still able to thrive during our presence, and the people in proximity to our projects regard us as good neighbours. For local authority projects, especially, this is where we prove our worth; successfully working cheek by jowl with the most important people in the client’s life – the communities they represent.
Among the ways we achieve this is placing social value creation at the heart of the way our framework teams are structured and operate.
Social value bottom line
It is an approach proven to deliver. Octavius created more than £100 million of social value in financial year (FY) 2023 to 2024, delivering social value equivalent to 30 per cent of turnover. In FY 2024 to 2025 we did even better, creating £110 million in social value, equating to more than 34 percent of turnover.
Octavius uses the Impact Evaluation Standard to set the framework for our social value plan, we record and measure social value using the Thrive social value platform.
Consistent, repeatable success is ensured by three primary elements: resources, culture and process. Unless all three are demonstrably part of a contractor’s approach to framework delivery their ability to create social value consistently and at scale may be compromised.
Octavius has a designated Social Value Team whose sole purpose is to work across all areas of the business, embedding a social value culture and enabling its creation. The team has the backing of the entire leadership, who see social value not as nice-to-have, icing on the cake, but a key element of the Octavius Way and a successful business.
Social value in action
This culture permeates through the business to the people out delivering projects across the country, acting for the project’s duration as the client’s ambassadors in the community. It also extends outwards to our choice of supply chain partners; who need to demonstrate their own social value achievements, and a commitment to supporting Octavius social value initiatives before they can work with us. It even extends to clients, where we seek out opportunities to work for clients who clearly put a premium on social value and who are looking for framework partners who share this world view.
All of this is supported by a mature, robust process. Beginning at the tender stage, for both frameworks and individual projects, we set targets for what we want to achieve in terms of social value. Different regions and different communities have different needs, so our next step is to understand what ‘local’ looks like at a framework and/or project level.
During the tender stage supply chain assessment we look for local partners wherever possible. This puts money into the area and brings local knowledge that can enrich our engagement with the community. Whether local or otherwise we assess suppliers for their social value credentials and commitment to engaging with Octavius led initiatives.
Lastly, at tender stage, we identify local small-to-medium enterprises and voluntary, community and social enterprises who we may be able to engage with or support, and consider the overall long-term impact of our social value strategy.
Mapping social value
After award, the project team and social value team carry out community mapping to identify key stakeholders, and understand the needs of the local area and the touchpoints. In tandem with this is work to understand the client’s aspirations and targets.
During the development stage there is also dialogue between the social value team and project manager to help identify social value opportunities. All these activities feed into the creation of the social value strategy which is integrated with project communication and stakeholder management plans. Once the strategy is implemented, a key element is the accurate recording of activities and evaluation of their outcomes.
Coffee mornings and charity fundraising are among the more common place activities. But Octavius plays to its strengths so we have also built car parks for charities and play areas for schools. We have developed the local skills base through, for example:
- Local hires – including 33 people during Eastern Highways Alliance 3
- Schools outreach including STEM sessions and, across frameworks such as Northeast and Northwest National Highways Scheme Delivery Framework mock careers interviews
- Prison vocational sessions under the Hertfordshire Framework.
We always try to ensure what we do reflects the needs of the areas in which we work. So in rural Hampshire, on a One Team Wessex framework project, we helped restore an overgrown bridleway. While during the Manchester Victoria Northeastern Gateway – a Manchester Highways Framework award – we contributed to the Bridging the digital divide initiative.
As a leading tier one transport framework contractor, we understand that the way in which you deliver is as important as what you deliver, which is why we invest so much in creating social value – a key element of doing business successfully.
To learn more contact Hello@octavius.co.uk