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Creating Social Value from working with the Social Enterprise Sector

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Presentation by Liam Manton, Community Investment Manager at Wates Construction at Greater Manchester Social Value Network Conference held on 26th June, 2017.

Published in: Government & Nonprofit
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Creating Social Value from working with the Social Enterprise Sector

  1. 1. Creating social value from working with the social enterprise sector Liam Manton, Community Investment Manager
  2. 2. Wates Group - Introduction • Wates Group is one of the largest privately owned construction, development and maintenance services business in the UK - >£1.5bn t/o; 4,000 employees • Wates Residential is a national provider of land and planning expertise, contracting, development and residential joint ventures for both private and public sector customers across the UK • Core principle around responsible business which is delivered through our ‘Reshaping Tomorrow’ 2020 strategy
  3. 3. Our commitments Our Goal: Every project will work with a social enterprise and our investment to the sector will exceed £20m cumulatively by 2020. Our Aspiration: We will enable new jobs and training opportunities for those who are marginalised from the workplace by supporting the social enterprise sector.
  4. 4. Our approach to working with SE’s • Other external funding leveraged by Wates to support the sector Social Investment • Direct Trade between Wates and Social Enterprise (SEB) Direct Trading • Major or employee sponsored awards to SE’s Wates Giving • Indirect spend through our clients and/or supply chain Indirect Trading
  5. 5. Researching the success 77% Money spent by Wates with SEs generates 77% more social value compared with commercial businesses 44% More social value created p/a by SEs (£331k) compared to commercial businesses (£188k) 66% Majority of social value created (£220,000) is from employing people who face barriers to employment, such as ex-offenders 85% Of participating social enterprises led by ethnic minority groups 38% 38% of participating social enterprises led by women
  6. 6. Why we buy social • Meets customers requirements around local procurement and employment and training • Differentiation in work winning - we are sector leaders in this field • Leadership position for Wates – enhances brand and opportunities for influence and advocacy on policy channels • Ensures compliance with EU Procurement Regulations • Enables us to source a new and responsible supply chain that fits Wates’ values • Alignment to our talent and development programme • Reinforces our values and drives attraction and retention of people
  7. 7. Our challenges • Accessibility – no ‘one stop shop’ for SE’s which is sector driven • Scale of sector - relatively small with circa 70,000 across the UK, but growing • Geography – very few (if any) SEs with national coverage; more SEs based in South compared to North • Commerciality - finding SEs who have the scale to tender competitively against non SE suppliers • Perceptions – challenging the culture within our business and understanding that social enterprises are profit making businesses that can enhance and diversify our supply chain.

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