“I’m proud to lead an organisation that puts local people and communities at the heart of what it does. We’re working hard to increase the social impact we have on the areas that we serve, delivering 20% social value return on investment into our communities in 2023 and more than 30% in 2024.
“We’re building on the impact we have on our people, customers, partners, and communities. This includes widening our reach by partnering with our colleagues in North America who joined us for our annual Community Day, delivering 483 hours of volunteering benefiting 57 different areas.
“Delivering services for local people is at the centre of what we do, and alongside our partners, I’m looking forward to the year ahead as we continue to have a positive impact on communities.”
Brian Bell, Fedcap UK CEO
In our second annual Social Impact Report, we highlight how we’ve enhanced our efforts to integrate social value into our daily operations and maximise our positive impact on society through our five bold goals. Read the report in full below or skip to the following sections to find out more:
Our Social Value Promise
Social Value Impact by Numbers
Our People
Our Customers
Our Communities
Our Partners
Our Environment
Plans for the future
Our signed commitments
Our Social Value Promise
As a not-for-profit that cares about our communities and the environment, we’ve set ourselves a challenging social impact target that will set us apart from our competitors and exceed expectations.
Our social impact contributes to a much larger global movement on improving the 17 Sustainable Development Goals created by the United Nations to tackle the world’s biggest challenges like poverty, inequality, and fighting climate change.
We’ll deliver a Social Value Return on Investment of 25% into communities we serve through social value projects that will:
- Help to create new businesses, jobs, and skills
- Increase supply chain resilience and capacity
- Reduce the disability employment gap
- Tackle workforce inequality
- Improve health and wellbeing
- Improve community integration
- Help us become Net Zero by 2035
Our Social Impact in numbers:
Our People
SROI: £34,392,878 delivered through
Our People:
Recruiting Locally
We’ve continued committing to local recruitment. Last year, we successfully surpassed our 70% target by recruiting 95% locally. This year we’ve remained consistent, ensuring our local recruitment directly adds value to the communities in which we serve with 96% of FTE currently living within 20 miles of our offices.
Promoting Equity, Diversity and Inclusion
We’re committed to supporting equal opportunities and tackling workforce inequality through our approach to equity, diversity, and inclusion (EDI). In October 2023, we launched our EDI roadmap to ensure we uphold our commitment to creating a healthy working culture. We’ve continued to demonstrate our dedication through EDI awareness and training, delivering over 377 hours of training in the past year. We’re happy to report a total of 1,877 hours completed across both our people and tier-one delivery partners to-date.
Additional EDI successes over the past year include the implementation of our missing data campaign ensuring we maintain a strong disclosure level, tracking against eight demographic types. We also rolled out our reverse mentoring campaign with our Executive team, aimed at sharing diverse perspectives and lived-in experiences within our workforce. We launched two colleague networks including our LGBTQIA+ and Menopause networks, actively raising awareness through various campaigns and our people engagement activities.
Investing in CPD and accredited learning
In 2023, we launched our organisational strategy, demonstrating our commitment to investing in skills development and capacity building within our communities. Over the last year, we’ve stepped up our approach to providing additional learning opportunities, delivering over 1,177 hours in the financial year, a total of 2,597 hours-to-Date. This CPD and accredited learning includes our new Social Value and enhanced Sustainability Awareness training and webinars. This learning also includes robust awareness training to demonstrate our commitment to investing in mental health and equal opportunity campaigns to support our people.
Providing Apprenticeships
In 2023, Fedcap launched its National Apprenticeship scheme which has grown to 11 apprentices completing over 543 weeks of Level 2+ apprenticeships across our contracts. Most notably, this year, we’ve been able to celebrate three of our people graduating from programmes developing administrative, operational, and learning skills in levels 3 and 5. One apprentice who completed their degree said: “Engaging in the apprenticeship programme while continuing in my current role has been incredibly advantageous. It’s allowed me to apply the theoretical knowledge and skills gained directly to my day-to-day responsibilities, enhancing my performance and efficiency. Moreover, the apprenticeship has been able to boost my confidence and empowered me to grow both personally and professionally within my current role, laying a solid foundation for future career advancement opportunities.”
Read Michele’s full story here.
Promoting equal opportunities
We’re proud to announce we’ve achieved a 0% median gender pay gap. This milestone reflects our commitment to promoting equal opportunities and ensuring all of our people are compensated fairly, regardless of gender. This achievement is a testament to our ongoing commitment to being an inclusive employer that creates a safe and supportive workplace environment.
In addition to our gender pay gap success, we’ve also made significant strides in addressing our ethnicity pay gap. We look forward to sharing these in our next annual social impact report as we have enhanced our demographics reporting methodology to demonstrate our dedication to fostering a diverse and equitable work environment.
Reducing the disability employment gap
Fedcap is proud to be a certified Disability Confident Leader, showcasing our unwavering commitment to reducing the disability employment gap. We’re actively supporting our partners by offering mentoring opportunities to help them achieve Level 3 Disability Confident status. Our dedication to inclusivity is reflected in our recruitment practices as 15% of our workforce comprises individuals who have identified as having a disability – higher than the national average – demonstrating our commitment to creating a diverse and supportive workplace.
Improve health and wellbeing within the workforce
As part of our commitment to employee wellbeing through the Six Standards of Mental Health at Work, Thriving at Work, and WorkWell Model, we’ve integrated wellbeing discussions into all monthly performance conversations, implementing our wellbeing principles, Wellbeing Advocate Network, and expansion of employee-tailored supervision arrangements. These initiatives have led to a significant reduction in absence rates linked to early intervention, with a decrease of around one-third and embedding health promotion within our workplace culture. By prioritising wellbeing, we’re creating a healthier and more engaged workforce.
We’ve also conducted wellbeing and EDI (Equity, Diversity, and Inclusion) specific surveys via Culture Amp, our comprehensive survey platform that helps us enhance employee engagement and improve workplace culture through data collection and analysis. The feedback from these surveys has been very positive, particularly regarding our diversity efforts as we successfully launched our first EDI Survey via Culture Amp, achieving a diversity score of 78% – 5% above the Culture Amp UK benchmark! This feedback is invaluable as it helps us understand the impact of our initiatives and identify areas for further improvement.
Our Customers
SROI: £15,354 delivered through Our Customers:
Health and Wellbeing
In 2024, our expert Health and Wellbeing Team delivered 492 workshops and 4,837 one-to-one sessions to customers who suffer from mental health as a barrier and supported them in their journey to improving their economic wellbeing. Nationally, 80% of our customers reported improved health outcomes following health and wellbeing support.
Read about our Health and Wellbeing Team’s success
Last year, we piloted our Clubhouse model in Surrey, providing our customers with mental health conditions an opportunity to connect with their peers, develop their skills, and move them further along their journey to sustainable employment. The success of the pilot led to Department for Work and Pensions investing in our offer, leading us to launch a second Clubhouse in Sussex.
In 2024, we had 110 active Clubhouse members. Three quarters of our members reported improved mental health, 72% of members reported improved general health and 22 members secured employment.
Read more about our Clubhouse in Brighton making waves
Our Communities
SROI: £155,078.73 delivered through Our Communities:
Back-to-School and WeCare Bags
Last year, we launched our ‘WeCare Bags’ providing various non-perishable, toiletry, and warm winter clothing items to our customers, designed and dependent on our community needs. This year, we worked with vulnerable populations to design improvements to this initiative. Focusing on supporting various groups, we co-designed and distributed more than 660 Back-to-School and 630 WeCare bags across the UK.
Community Projects
Our Social Value Network is committed to delivering social value action across our various areas of delivery. We’ve worked with over 50 internal and external champions across our offices to implement 23 social value projects. These initiatives are designed locally with our customers and champions and aimed at supporting our communities through donations, in-kind contributions and delivery of benefitable services.
WeCare Community Areas
Our WeCare community areas, aimed at providing additional food, toiletry, and household support to customers in response to the cost-of-living crisis, delivered an SV-ROI of over £47,000 towards our organisational social action. This includes two hours of volunteering per month contributed by our employees on sorting and stocking WeCare as well as a monthly donation contributed by our organisation to fund the project.
Databank Project
In collaboration with the Good Things Foundation, we continued supporting customers suffering from data poverty, gifting more than 300 SIMs across our offices.
Volunteering
After the successful launch of our volunteering policy in January 2024, we enhanced our reporting methodology and our people engagement approach to provide company-sponsored and independent-led volunteering opportunities. As of October 2024, we’ve had a total of 196 volunteering hours claimed!
Community Day
Last year, we launched our first Annual Community Day supporting 37 charities across the UK. This year, we challenged ourselves and the wider Fedcap family, empowering and inspiring our people across Canada, the UK and the United States to deliver social value in their communities. On 20 September 2024, we collaborated with local charities and delivery partners Palladium Group and Momentic, delivering 483 hours of volunteering across 57 different areas around the globe, to support local community projects and initiatives.
Our Partners
SROI: £13,045,480.67 delivered through Our Partners:
Tackling Economic Inequality
In 2023, we established our organisational strategy with a commitment to invest in diverse supply chains, considering small and medium-sized enterprises (SMEs) wherever possible. We’re happy to report this year that we implemented business excellence workshops that enhanced our reporting methodology. As a result, we’re measuring and reporting on our SME spending with a total of £1.7m externally validated by the Social Value Portal.
Local recruitment
We continue to encourage our delivery partners to recruit locally, ensuring we’re supporting the communities we serve. To-date, this has equated to over 325 FTE employed, up by 125 FTE in the past year.
Embedding social value into procurement and everyday practice
We apply best-in-class procurement and partnership management practices to support our supply chain. We’re committed to working with our partners to capacity-build them and embed social value and environmental awareness into all aspects of delivery. This year, we offered an Introduction to Social Value and Impact Management webinar and embedded Social Value and Sustainability Training as part of the Induction for our delivery partners.
Within our tendering and procurement processes, we implemented ethical standards monitoring to proactively reduce the risk of modern slavery, manage cyber security and promote Equity, Diversity and Inclusion. Across our tier one delivery partners, we’re happy to report that 100% are signatories to promoting the 6 Standards of Mental Health at Work and are dedicated to upholding responsible business standards and principles within their own operations.
Examples of social value action across delivery partners in Scotland
In Scotland, we deliver the Fair Start Scotland employability service, working with a broad range of like-minded organisations that are committed to making a difference in people’s lives including Aberdeen Foyer, Enable, Triage and The Lennox Partnership.
Aberdeen Foyer hosted several events to promote health and wellbeing, including ‘Walk and Talk’ for mental health discussions, ‘Rock Paint’ for mindfulness, ‘Natter Time’ for financial inclusion, and ‘Planting Fun’ for mindful gardening, supporting 49 community members during the Grampian Wellbeing Festival.
The Lennox Partnership, led by Claire Graham, collaborated with the Salvation Army and Amey Construction to create accessible pathways to the Salvation Army poly tunnel – promoting community integration and healthy eating through gardening activities. This initiative has significantly reduced social isolation and provided learning opportunities for the community.
Our Environment
Fedcap’s path to Net Zero
We’ve improved our carbon emissions data collection and management process to drive continuous improvement in our methodology, as we more accurately report towards our Net Zero Goal. This has included an enhanced and revised data-collecting methodology where we gather and input data in a more optimal format within our sustainable management reporting system.
Tree Planting
At the start of 2023, we planted 59 trees in the Yorkshire Dales National Park. This small project has grown into a commitment to plant one tree for every customer on our programmes that start work. In the past year, we’re proud to say that, together with our tree planting partner Eden Reforestation Projects, we’ve planted over 8,100 trees worldwide bringing our total count to 20,000 trees!
Energy Saving Opportunities
We moved to 100% renewable energy at offices where we’re liable for utility bills and became ISO 14001 accredited and ESOS Certified. We’ve identified many energy-saving opportunities including developing and implementing an Environmental Management System, to effectively manage and reduce the environmental impact of our operational activities.
In addition, we’ve upgraded our printer fleet converting 24 printers to Lexmark models. These printers are ENERGY STAR certified and use zero-waste landfill toners, supporting our goal of fostering a circular economy.
Empowering our people, customers, partners, and communities
We have continued to drive impactful environmental change through the implementation of our national network of 24 GoGreen Champions. Over the past year, our devoted champions have contributed over 120 hours towards implementing five green initiatives targeted at promoting sustainable business practices e.g. litter picking, National Recycling Week, and Earth Day awareness.
In addition, to influence environmental protection and improvement in alignment with PPN 06/20, across our people and partners, we’ve enhanced our approach to upskilling, delivering over 470 sustainability awareness courses over the year.
We’ve also learned from our baseline data in 2023, designing, developing, and implementing a sustainability travel hierarchy to reduce our business travel emissions. Our new travel policy and travel management system now better display associated CO2e to encourage our people to make informed decisions when booking travel.
Carbon Emissions
Over the year, we’ve continued to demonstrate our commitment to accountability and transparency as we use our expert Sustainability Consultants to track, report, monitor, and regularly review our Net Zero strategic approach.
We’re committed to improving the quality and quantity of our Greenhouse Gas inventory. Our long-term targets for Scope 1 and 2 are to reduce to zero emissions and 100% renewable electricity. For Scope 3, we’ll continue to ensure our carbon emission inventory accurately reflects structural changes and use optimal reporting methods, engaging with 80% of our supply chain to reduce half our emissions by 2030.
Our People
SROI: £34,392,878 delivered through
Our People:
Recruiting Locally
We’ve continued committing to local recruitment. Last year, we successfully surpassed our 70% target by recruiting 95% locally. This year we’ve remained consistent, ensuring our local recruitment directly adds value to the communities in which we serve with 96% of FTE currently living within 20 miles of our offices.
Promoting Equity, Diversity and Inclusion
We’re committed to supporting equal opportunities and tackling workforce inequality through our approach to equity, diversity, and inclusion (EDI). In October 2023, we launched our EDI roadmap to ensure we uphold our commitment to creating a healthy working culture. We’ve continued to demonstrate our dedication through EDI awareness and training, delivering over 377 hours of training in the past year. We’re happy to report a total of 1,877 hours completed across both our people and tier-one delivery partners to-date.
Additional EDI successes over the past year include the implementation of our missing data campaign ensuring we maintain a strong disclosure level, tracking against eight demographic types. We also rolled out our reverse mentoring campaign with our Executive team, aimed at sharing diverse perspectives and lived-in experiences within our workforce. We launched two colleague networks including our LGBTQIA+ and Menopause networks, actively raising awareness through various campaigns and our people engagement activities.
Investing in CPD and accredited learning
In 2023, we launched our organisational strategy, demonstrating our commitment to investing in skills development and capacity building within our communities. Over the last year, we’ve stepped up our approach to providing additional learning opportunities, delivering over 1,177 hours in the financial year, a total of 2,597 hours-to-Date. This CPD and accredited learning includes our new Social Value and enhanced Sustainability Awareness training and webinars. This learning also includes robust awareness training to demonstrate our commitment to investing in mental health and equal opportunity campaigns to support our people.
Providing Apprenticeships
In 2023, Fedcap launched its National Apprenticeship scheme which has grown to 11 apprentices completing over 543 weeks of Level 2+ apprenticeships across our contracts. Most notably, this year, we’ve been able to celebrate three of our people graduating from programmes developing administrative, operational, and learning skills in levels 3 and 5. One apprentice who completed their degree said: “Engaging in the apprenticeship programme while continuing in my current role has been incredibly advantageous. It’s allowed me to apply the theoretical knowledge and skills gained directly to my day-to-day responsibilities, enhancing my performance and efficiency. Moreover, the apprenticeship has been able to boost my confidence and empowered me to grow both personally and professionally within my current role, laying a solid foundation for future career advancement opportunities.”
Read Michele’s full story here.
Promoting equal opportunities
We’re proud to announce we’ve achieved a 0% median gender pay gap. This milestone reflects our commitment to promoting equal opportunities and ensuring all of our people are compensated fairly, regardless of gender. This achievement is a testament to our ongoing commitment to being an inclusive employer that creates a safe and supportive workplace environment.
In addition to our gender pay gap success, we’ve also made significant strides in addressing our ethnicity pay gap. We look forward to sharing these in our next annual social impact report as we have enhanced our demographics reporting methodology to demonstrate our dedication to fostering a diverse and equitable work environment.
Reducing the disability employment gap
Fedcap is proud to be a certified Disability Confident Leader, showcasing our unwavering commitment to reducing the disability employment gap. We’re actively supporting our partners by offering mentoring opportunities to help them achieve Level 3 Disability Confident status. Our dedication to inclusivity is reflected in our recruitment practices as 15% of our workforce comprises individuals who have identified as having a disability – higher than the national average – demonstrating our commitment to creating a diverse and supportive workplace.
Improve health and wellbeing within the workforce
As part of our commitment to employee wellbeing through the Six Standards of Mental Health at Work, Thriving at Work, and WorkWell Model, we’ve integrated wellbeing discussions into all monthly performance conversations, implementing our wellbeing principles, Wellbeing Advocate Network, and expansion of employee-tailored supervision arrangements. These initiatives have led to a significant reduction in absence rates linked to early intervention, with a decrease of around one-third and embedding health promotion within our workplace culture. By prioritising wellbeing, we’re creating a healthier and more engaged workforce.
We’ve also conducted wellbeing and EDI (Equity, Diversity, and Inclusion) specific surveys via Culture Amp, our comprehensive survey platform that helps us enhance employee engagement and improve workplace culture through data collection and analysis. The feedback from these surveys has been very positive, particularly regarding our diversity efforts as we successfully launched our first EDI Survey via Culture Amp, achieving a diversity score of 78% – 5% above the Culture Amp UK benchmark! This feedback is invaluable as it helps us understand the impact of our initiatives and identify areas for further improvement.
Our Customers
SROI: £15,354 delivered through Our Customers:
Health and Wellbeing
In 2024, our expert Health and Wellbeing Team delivered 492 workshops and 4,837 one-to-one sessions to customers who suffer from mental health as a barrier and supported them in their journey to improving their economic wellbeing. Nationally, 80% of our customers reported improved health outcomes following health and wellbeing support.
Read about our Health and Wellbeing Team’s success
Last year, we piloted our Clubhouse model in Surrey, providing our customers with mental health conditions an opportunity to connect with their peers, develop their skills, and move them further along their journey to sustainable employment. The success of the pilot led to Department for Work and Pensions investing in our offer, leading us to launch a second Clubhouse in Sussex.
In 2024, we had 110 active Clubhouse members. Three quarters of our members reported improved mental health, 72% of members reported improved general health and 22 members secured employment.
Read more about our Clubhouse in Brighton making waves
Our Communities
SROI: £155,078.73 delivered through Our Communities:
Back-to-School and WeCare Bags
Last year, we launched our ‘WeCare Bags’ providing various non-perishable, toiletry, and warm winter clothing items to our customers, designed and dependent on our community needs. This year, we worked with vulnerable populations to design improvements to this initiative. Focusing on supporting various groups, we co-designed and distributed more than 660 Back-to-School and 630 WeCare bags across the UK.
Community Projects
Our Social Value Network is committed to delivering social value action across our various areas of delivery. We’ve worked with over 50 internal and external champions across our offices to implement 23 social value projects. These initiatives are designed locally with our customers and champions and aimed at supporting our communities through donations, in-kind contributions and delivery of benefitable services.
WeCare Community Areas
Our WeCare community areas, aimed at providing additional food, toiletry, and household support to customers in response to the cost-of-living crisis, delivered an SV-ROI of over £47,000 towards our organisational social action. This includes two hours of volunteering per month contributed by our employees on sorting and stocking WeCare as well as a monthly donation contributed by our organisation to fund the project.
Databank Project
In collaboration with the Good Things Foundation, we continued supporting customers suffering from data poverty, gifting more than 300 SIMs across our offices.
Volunteering
After the successful launch of our volunteering policy in January 2024, we enhanced our reporting methodology and our people engagement approach to provide company-sponsored and independent-led volunteering opportunities. As of October 2024, we’ve had a total of 196 volunteering hours claimed!
Community Day
Last year, we launched our first Annual Community Day supporting 37 charities across the UK. This year, we challenged ourselves and the wider Fedcap family, empowering and inspiring our people across Canada, the UK and the United States to deliver social value in their communities. On 20 September 2024, we collaborated with local charities and delivery partners Palladium Group and Momentic, delivering 483 hours of volunteering across 57 different areas around the globe, to support local community projects and initiatives.
Our Partners
SROI: £13,045,480.67 delivered through Our Partners:
Tackling Economic Inequality
In 2023, we established our organisational strategy with a commitment to invest in diverse supply chains, considering small and medium-sized enterprises (SMEs) wherever possible. We’re happy to report this year that we implemented business excellence workshops that enhanced our reporting methodology. As a result, we’re measuring and reporting on our SME spending with a total of £1.7m externally validated by the Social Value Portal.
Local recruitment
We continue to encourage our delivery partners to recruit locally, ensuring we’re supporting the communities we serve. To-date, this has equated to over 325 FTE employed, up by 125 FTE in the past year.
Embedding social value into procurement and everyday practice
We apply best-in-class procurement and partnership management practices to support our supply chain. We’re committed to working with our partners to capacity-build them and embed social value and environmental awareness into all aspects of delivery. This year, we offered an Introduction to Social Value and Impact Management webinar and embedded Social Value and Sustainability Training as part of the Induction for our delivery partners.
Within our tendering and procurement processes, we implemented ethical standards monitoring to proactively reduce the risk of modern slavery, manage cyber security and promote Equity, Diversity and Inclusion. Across our tier one delivery partners, we’re happy to report that 100% are signatories to promoting the 6 Standards of Mental Health at Work and are dedicated to upholding responsible business standards and principles within their own operations.
Examples of social value action across delivery partners in Scotland
In Scotland, we deliver the Fair Start Scotland employability service, working with a broad range of like-minded organisations that are committed to making a difference in people’s lives including Aberdeen Foyer, Enable, Triage and The Lennox Partnership.
Aberdeen Foyer hosted several events to promote health and wellbeing, including ‘Walk and Talk’ for mental health discussions, ‘Rock Paint’ for mindfulness, ‘Natter Time’ for financial inclusion, and ‘Planting Fun’ for mindful gardening, supporting 49 community members during the Grampian Wellbeing Festival.
The Lennox Partnership, led by Claire Graham, collaborated with the Salvation Army and Amey Construction to create accessible pathways to the Salvation Army poly tunnel – promoting community integration and healthy eating through gardening activities. This initiative has significantly reduced social isolation and provided learning opportunities for the community.
Our Environment
Fedcap’s path to Net Zero
We’ve improved our carbon emissions data collection and management process to drive continuous improvement in our methodology, as we more accurately report towards our Net Zero Goal. This has included an enhanced and revised data-collecting methodology where we gather and input data in a more optimal format within our sustainable management reporting system.
Tree Planting
At the start of 2023, we planted 59 trees in the Yorkshire Dales National Park. This small project has grown into a commitment to plant one tree for every customer on our programmes that start work. In the past year, we’re proud to say that, together with our tree planting partner Eden Reforestation Projects, we’ve planted over 8,100 trees worldwide bringing our total count to 20,000 trees!
Energy Saving Opportunities
We moved to 100% renewable energy at offices where we’re liable for utility bills and became ISO 14001 accredited and ESOS Certified. We’ve identified many energy-saving opportunities including developing and implementing an Environmental Management System, to effectively manage and reduce the environmental impact of our operational activities.
In addition, we’ve upgraded our printer fleet converting 24 printers to Lexmark models. These printers are ENERGY STAR certified and use zero-waste landfill toners, supporting our goal of fostering a circular economy.
Empowering our people, customers, partners, and communities
We have continued to drive impactful environmental change through the implementation of our national network of 24 GoGreen Champions. Over the past year, our devoted champions have contributed over 120 hours towards implementing five green initiatives targeted at promoting sustainable business practices e.g. litter picking, National Recycling Week, and Earth Day awareness.
In addition, to influence environmental protection and improvement in alignment with PPN 06/20, across our people and partners, we’ve enhanced our approach to upskilling, delivering over 470 sustainability awareness courses over the year.
We’ve also learned from our baseline data in 2023, designing, developing, and implementing a sustainability travel hierarchy to reduce our business travel emissions. Our new travel policy and travel management system now better display associated CO2e to encourage our people to make informed decisions when booking travel.
Carbon Emissions
Over the year, we’ve continued to demonstrate our commitment to accountability and transparency as we use our expert Sustainability Consultants to track, report, monitor, and regularly review our Net Zero strategic approach.
We’re committed to improving the quality and quantity of our Greenhouse Gas inventory. Our long-term targets for Scope 1 and 2 are to reduce to zero emissions and 100% renewable electricity. For Scope 3, we’ll continue to ensure our carbon emission inventory accurately reflects structural changes and use optimal reporting methods, engaging with 80% of our supply chain to reduce half our emissions by 2030.
This report offers an overview of the social, economic, community, and environmental value delivered by Fedcap, contract-to-date up until September 2024. The figures portrayed in this report have been calculated using the National TOMS Framework under the direction and external validation of the Social Value Portal. The Social Value Portal was engaged to define the measurement framework and validate data for robust reporting.
The measurement framework used by Fedcap is aligned with the National Social Value Measurement Framework – TOM System, developed by the National Social Value Taskforce, a cross-sector organisation that combines public and private sector organisations. The Framework sets the standard for reporting on SROI (Social Return on Investment) and turns activity into £SLEV (Social and Local Economic Value Add) allowing organisations to report their overall contribution to society in financial and non-financial terms.
Learn more about the Social Value Portal and TOMs System
Plans for the Future
“As we look ahead to 2025, we remain committed to advancing our environmental and social value initiatives. We’ll be implementing a comprehensive Sustainability Action Plan to help us achieve our goal of becoming a Net Zero organisation by 2035, with a particular focus on reducing Scope 3 emissions within our supply chain. We’ll also continue to monitor and ensure progress towards our commitment of delivering a Social Value Return on Investment of 25% into the communities we serve.”
Lindsay Harling, Fedcap Head of Commissioning and Procurement
Our Case Studies
Supporting Equity, Diversity & Inclusion at Fedcap
At Fedcap, we show respect by putting processes in place to support our people regardless of their protective characteristics.
New Wave Clubhouse
With the success of the Riverside Clubhouse launched last year, we implemented our second Clubhouse in Brighton.
Annual Volunteering Day
People come together across our delivery partners and internal employees to support the communities in which we deliver.
Our signed commitments
