In the waste management sector, social value is no longer an attractive bonus – it can be a deciding factor in whether you win or lose a contract. Due to legislative changes and an increased focus on environmentalism and community, local authorities, housing providers and public sector buyers are now looking for contractors that deliver benefits stretching beyond bins, recycling and collections. They want to see real, measurable impact on local communities, the economy and the environment.
So, if you are preparing for a waste or environmental services contract, it is essential, not only to demonstrate your reliable and compliant delivery, but also to evidence your business’s meaningful contributions to the local community.
The following article will walk you through what buyers actually expect when it comes to social value in waste contracts and will provide examples of how to maximise social value scores in waste management tenders.
The Shift in Buyer Priorities
Since the introduction of the Public Services (Social Value) Act 2012, bolstered by the Procurement Policy Note 06/20, social value has become a standard component of public sector procurement. Many tenders now carry a dedicated social value section with a weighting of 10-20% of the overall score.
In the waste and environmental services sector, this weighting is often even more significant because your services are visible, community-facing and directly linked to sustainability and carbon-reduction goals.
Buyers are under pressure to meet local climate action targets, improve air quality, support local employment and engage residents, so they are looking for contractors to actively assist achieving these expectations.
Typical social value priorities in waste management contracts include:
- Reducing emissions and promoting circular-economy practices.
- Creating local jobs, apprenticeships and training pathways.
- Supporting local SMEs in the supply chain.
- Delivering volunteering work, community clean-up initiatives or recycling awareness campaigns.
- Working with schools, colleges and residents to promote environmental education.
It is not enough to include these areas for the bid’s sake. Your response must show how your commitments align with the buyer’s specific social value framework and local objectives.
Local Employment and Skills Development
Buyers expect contractors to set out clear, realistic commitments for creating and sustaining local jobs, as well as providing access to skills development.
For example, a regional waste contractor bidding for a borough recycling and refuse collection contract might commit to hiring two apprentices from the local college each year, offering training in waste operations and environmental compliance. They may also partner with a local employability charity to offer short-term placements for unemployed residents, further supporting the council’s inclusive employment strategies.
By providing specific details and measurable outcomes (such as number of apprenticeships offered or training hours delivered), bidders demonstrate that they intend to turn social value commitments into practice.
Supporting the Local Supply Chain
Buyers increasingly want to see how waste contractors will support the local economy through their supply chain choices. It is not just about meeting local spend targets, but about showing a genuine effort to work with nearby businesses, create opportunities for growth, and keep more of the contract value within the community.
For example, a contractor might commit to spending at least 60% of their subcontracted budget with suppliers located within 30 miles of the depot – this could include local vehicle maintenance firms, recycling partners or uniform providers.
Beyond that, they could offer supplier engagement sessions or “meet the buyer” events to help small businesses understand how to meet procurement standards and compliance requirements.
By taking the time to help local suppliers meet expectations around health and safety, insurance and environmental performance, the contractor demonstrates long-term investment in the local economy rather than short-term compliance. Buyers see this as a sustainable and credible approach, centred around the local community.
Environmental Leadership and Innovation
Environmentalism is naturally linked to waste management services and should therefore be a central part of your delivery anyway. This focus however, is expected to be emphasised in bids and the expectations are higher than ever before. It is no longer enough to highlight recycling targets – buyers are keen to see evidence of innovative eco targets such as action on carbon reduction, energy use and technology that can support sustainability goals.
For example, a contractor could say “we have introduced a new electric vehicle fleet, supported by on-site solar power at its depot. This change reduced annual CO₂ emissions by 25%, while also cutting noise pollution in residential areas”.
To further this, mention social impact: “ we have created a reuse partnership with a local charity, collecting and refurbishing bulky household waste to provide furniture and white goods to families in need”.
These kinds of initiatives show that the company is thinking beyond the contract – turning waste into resources, reducing emissions and creating meaningful social and environmental benefits that align with the buyer’s own net zero ambitions.
Community Engagement and Education
Community engagement is where waste contractors can really bring their social value promises to life. Councils particularly value suppliers who take the time to work with residents, raise awareness and build a sense of shared responsibility for the local environment.
For instance, “we deliver recycling services for an urban borough and organise school visits and interactive recycling sessions for children, helping to build early awareness of waste reduction”.
“We also ran a community clean-up day with staff volunteers, providing equipment and refreshments for residents who wanted to get involved. The result was a noticeable improvement in recycling participation and stronger relationships between the service provider, the council, and local people”.
These are simple initiatives that don’t cost contractors money, but demonstrate a keen sense of community and a shared environmental goal. Commitments like this show buyers that you are not only interested in delivering the service, but strengthening the community you serve.
When staff are seen volunteering, educating and engaging locally, it demonstrates genuine commitment, which evaluators always notice in tenders.
Measurement and Reporting
Making commitments is one thing, but delivering and evidencing them is another. Examiners expect clear, measurable social value Key Performance Indicators (KPIs) and a defined reporting structure. Therefore, your response should specify exactly how outcomes will be tracked, measured and reported across the contract term.
Typical KPIs in waste contracts include:
- Tonnes of waste diverted from landfill.
- CO₂ reduction achieved through low-carbon vehicles or route optimisation.
- Number of apprenticeships created or hours of training delivered.
- Percentage of contract spend with local or SME suppliers.
- Hours of volunteering or community engagement delivered.
Where relevant, aligning your commitments with the National TOMs (Themes, Outcomes and Measures) Framework gives your response extra credibility – sometimes this is mandatory, especially in an environmentally-driven field like waste management.
It is also beneficial to outline how you will monitor and report progress – for example, this can be done through quarterly social value check-ins or client-facing reporting platforms.
Aligning Social Value with the Contract
This is arguably the most important factor in bid writing. High-scoring social value responses are always tailored to the buyer’s specific local priorities. A rural district may prioritise job creation and fuel-efficient routing to reduce travel emissions, while an urban authority might focus on air quality improvement, waste education and community behaviour change. Regardless, it is essential to ensure you are aligning yourself as much as possible to the buyer’s objectives and expectations.
Before drafting your social value method statement, review the buyer’s plans, Climate Action Strategy or Sustainability Policy – do your own research on the buyer to check that your goals are aligned that you’d be able to deliver their expectations
After you have researched, you can ensure your social value commitments align with their objectives – dropping their exact buzzwords can help you to pin down on alignment. This not only improves the relevance of your response, but also demonstrates that you understand the client’s agenda.
Final Thoughts
Social value in waste management contracts is no longer optional – examiners want to see measurable commitments and real outcomes. Buyers are not just procuring a waste collection service, they are investing in wider community, environmental and economic benefits.
Strong waste tender responses:
- Align clearly with the authority’s strategic goals and local context.
- Include measurable, evidence-backed KPIs.
- Support local employment, training and supply chain growth.
- Deliver tangible environmental improvements and community engagement.
At Bid Writing Services, we support waste and environmental contractors across the UK to craft persuasive, evidence-based social value responses. Whether you need help aligning your offer with the National TOMs Framework, defining clear KPI measurement, or structuring your social value content in a way that scores, our specialist writers can assist you in developing a compelling submission that meets and exceeds buyer expectations.
If you are preparing a waste management tender and would like support, fill out the form below, or contact us on info@bidwritingservice.com or michael.baron@bidwritingservice.com to discuss how we can partner with you to deliver a competitive and tailored bid.
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