Local opportunity.
Measurable impact.
Social value we can evidence, not just describe. Five permanent pillars, a five-stage evidence process, and a dashboard that shows the gaps as well as the wins.
To create measurable local opportunity through every AOG contract, while using our wider business network to generate lasting community impact beyond the contract.
Two systems, one objective.
Contract social value
What we create through the work we are paid to do. Every commitment has a delivery owner on the contract, not a name in the bid.
Captured in AOG Ops as the work happens. Hours, postcodes, spend and training records are logged against the contract, then reported in the buyer's own format.
Beyond the contract
What we create through the wider AOG network. Clients, partners and suppliers take part, which is what gives a business our size real reach.
Reported separately from contract social value so a community activity is never counted as a contract outcome, or presented to a buyer as one.
Five permanent pillars.
Local opportunity
Work created close to the site, with routes in for people who are usually screened out before they reach an interview.
A commitment is not
evidence until
someone checks it.
The dashboard, including the gaps.
Three verified metrics, six still being built out. That ratio is honest, and it is intentional.
Figures reviewed against AOG Ops source records. An em dash means the measure is defined and not yet independently verified, not that the number is zero.
What we will not do.
We will not publish a number we cannot evidence.
If a figure cannot be traced to a source record, it stays out of the bid and off this page, however good it would look.
We will not borrow targets from businesses ten times our size.
Commitments are sized to what AOG can actually deliver on the contract in front of us.
We will not treat social value as bid-stage copy with no delivery owner.
Every commitment carries a named owner at mobilisation. A promise with nobody behind it is not a commitment.
We will report misses as well as achievements.
Shortfalls appear in the annual review next to the wins. A report that only contains good news is not a report.
Our social value roadmap.
View Ascent 2031 →Measure reliably.
Get the capture right at source across every live contract, and publish only what the records support.
Increase contract-level commitments and evidence.
More commitments per contract, each with an owner, and the measures currently in baseline moved into verified reporting.
A mature, repeatable and verifiable model.
Social value operating the same way on every AOG contract, with figures independently assured rather than self-reported.
Kilimanjaro 2027 · Founding editionThe Ascent Summit Challenge
In 2027, Ascent Onsite Group will bring together colleagues, clients and industry partners to take on Mount Kilimanjaro, raising funds for a selected cause and putting the Ascent Way into action.
Social value in delivery.
EducationBridgeside Luna, Nottingham
HousingPriors Hall Park, Corby
IndustrialSymmetry Park, Kettering
Insights on social value.
Sustainable facilities management in the UK
What UK estates and procurement teams need in place for waste, carbon and social value, area by area.
FrameworkWhat main contractors look for in a compliant supplier
How PPN 026 and the Social Value Model translate into contract-level evidence, and what an evaluator checks for.
MeasurementHow integrated facilities management works in the UK
Where TOMs measures and proxy values sit inside a single-operator contract, and how the reporting actually works.