If you evaluate public sector tenders for electrical works, social value is no longer a secondary consideration. Under PPN 06/20, social value must be explicitly evaluated in all central government procurement above the threshold, and most local authorities, NHS trusts, and housing associations have adopted similar requirements. For electrical contracts, social value is typically weighted at 10-20% of the total evaluation score.
This guide explains what social value means in the context of electrical procurement, how the TOMs framework works, and what evidence separates a credible submission from an aspirational one.
What Social Value Means in Electrical Procurement
Social value in public sector procurement is not corporate social responsibility. It is not charity work, community volunteering, or sponsoring a local football team. In procurement terms, social value is a set of scored deliverables that the contractor commits to achieving during the contract period, tracked against measurable targets, and reported as auditable evidence.
For electrical contracts specifically, the social value deliverables that evaluators score most frequently are:
- Local employment — percentage of the workforce drawn from the local area (typically within 25 miles of the project site)
- Apprenticeships — number of apprentice weeks or hours delivered during the contract
- SME spend — percentage of contract value spent with small and medium enterprises, particularly local SMEs
- Carbon reduction — measurable environmental improvements delivered through the works
- Skills and training — training hours provided to the existing workforce and community
The TOMs Framework Explained
The National TOMs (Themes, Outcomes, and Measures) framework is the most widely used methodology for measuring social value in public sector procurement. It provides a standardised set of measures that allow evaluators to compare submissions on a like-for-like basis.
The framework is structured around five themes:
Jobs: Creating employment opportunities, particularly for disadvantaged groups and in areas of high unemployment.
Growth: Supporting local businesses and SMEs through supply chain spend and subcontracting opportunities.
Social: Contributing to healthier, safer, and more resilient communities through skills development and community engagement.
Environment: Reducing environmental impact through carbon reduction, waste minimisation, and sustainable practices.
Innovation: Promoting new approaches and technologies that deliver better outcomes.
Each theme contains specific measures with defined units (e.g., number of apprentice weeks, percentage of local spend, tonnes of CO2e reduced). Contractors commit to specific targets against these measures, and the proxy values assigned to each measure allow evaluators to calculate a total social value figure for comparison.
How Social Value Is Weighted in Evaluations
The weighting of social value varies by contracting authority, but typical structures for electrical framework evaluations are:
- Quality/technical: 40-50%
- Price: 30-40%
- Social value: 10-20%
At 10-20%, social value can be the deciding factor between two technically competent, competitively priced submissions. A contractor who scores 80% on social value versus one who scores 40% gains a significant advantage — potentially enough to offset a higher price.
This means social value is not a box-ticking exercise. It is a scored, competitive element that directly affects whether you win or lose the framework appointment.
What Evidence Evaluators Check
Experienced evaluators distinguish between credible commitments and aspirational statements by looking for:
Local Employment
- Specific percentage target (e.g., "30-40% of operatives within 25 miles of the project site")
- Tracking methodology — how will local employment be measured and reported?
- Evidence from previous contracts — what local employment percentage was actually achieved, not just targeted?
- Named local recruitment channels — relationships with local training providers, job centres, or community organisations
Apprenticeships
- Number of current apprentices on structured programmes (not work experience placements)
- Qualification framework — EAL Level 3 Electrotechnical or equivalent
- Completion rates — how many apprentices have completed their programmes in the past 3 years?
- Commitment for the contract period — specific apprentice weeks or hours, not "we will consider taking on an apprentice"
SME Spend
- Target percentage of contract value spent with SMEs (typically 30-60% for electrical works)
- Named categories of SME spend — electrical wholesale, specialist subcontractors, plant hire, waste management
- Evidence of current SME relationships — named suppliers, not aspirational commitments
- Tracking methodology — how will SME spend be measured and reported at contract level?
Delivery Evidence: Verified Social Value Metrics
On our Leicestershire Police programme, social value metrics were tracked at project level: 32% local labour from postcodes within 25 miles, 180 apprentice hours, and 38% of programme spend with local and regional SMEs.
Common Mistakes in Social Value Submissions
The most common failures in social value submissions are:
Inflated targets: Committing to targets that are unrealistic for the contract value and duration. An electrical contractor committing to 100 apprentice weeks on a 6-month, 3-person contract is not credible. Evaluators who see inflated targets assume the contractor either does not understand social value or intends to under-deliver.
Aspirational statements: Replacing measurable commitments with policy language. "We are committed to supporting local communities" scores zero. "We will deliver 40% local labour tracked at operative level through our workforce management system" scores well.
No tracking methodology: Committing to targets without explaining how they will be measured, tracked, and reported. If you cannot describe the tracking process, evaluators assume the targets will not be monitored.
Recycled submissions: Using the same social value response for every tender without tailoring commitments to the specific contract scope, location, and duration. Evaluators can identify generic submissions immediately.
From Tender Promise to Auditable Evidence
The strongest social value submissions describe not just what will be delivered, but how it will be tracked and evidenced:
- Workforce tracking — operative postcodes recorded and reported at contract level to evidence local employment percentages
- Apprentice progress reporting — training provider reports, qualification milestones, and on-site hours logged
- Supply chain reporting — purchase orders and invoices categorised by SME status and geographic location
- Carbon reporting — pre- and post-installation energy data using DESNZ conversion factors
- Regular reporting cadence — monthly or quarterly social value reports submitted to the contracting authority
Operational tracking through a platform like Contracts OS turns social value from a tender promise into a contract deliverable. The contractor who can demonstrate a working tracking methodology — ideally with evidence from a previous contract — will outscore the one who provides well-written commitments with no evidence of delivery.
See Pro Energise's social value commitments — including local employment targets, apprenticeship programme, and SME supply chain spend — on our Social Value page.
For the broader framework evaluation criteria beyond social value, read our guide: How to Evaluate an Electrical Contractor for Framework Appointment.
Social value in electrical procurement is a scored, competitive element that rewards specificity, honesty, and evidence. The contractor who commits to realistic targets backed by a demonstrated tracking methodology will consistently outscore the one who inflates commitments with no plan to deliver them.