Defence Infrastructure Organisation Three years of sustained social value

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Over the past three years, Amey has worked closely with the Defence Infrastructure Organisation (DIO), supply chain partners, and the wider defence community to strengthen support for defence families and veterans.

At a glance

  • Amey generated a total social value of £39 million to date, with £22.6 million delivered in Year 3 of its investment into THRIVE.
  • The initiative has supported 64 military connected candidates supported into employment.
  • 42.3% of supply chain spend is with SMEs and social enterprises.
  • 188 military spouses employed through community programmes.
  • Amey delivered 22 apprenticeships in RAMS, launched the Service to Success programme for service leavers, and created innovative hands-on work experience for military children.

Our investment in the THRIVE social value and ESG reporting platform has enabled us to evidence £39 million in social value to date, including £22.6 million delivered in the last year alone, demonstrating our commitment to driving meaningful social, economic, and environmental impact.

We needed to deliver a coordinated, data led, locally embedded social value programme.

What was the challenge?

Under the DIO’s Regional Accommodation Maintenance Services (RAMS) contract, Amey is responsible for maintaining and improving Service Family Accommodation (SFA) across the UK. Because this work directly affects the daily lives and wellbeing of thousands of military families, the DIO required a delivery partner capable not only of providing high quality housing services, but also of embedding meaningful, measurable social value throughout the contract.

The DIO asked us to deliver social value aligned with the four Government Social Value Model themes, tackling economic inequality, fighting climate change, promoting equal opportunity, and improving wellbeing, and to evidence progress through a jointly developed Social Value Index. With social value weighted at 10% of the overall contract value, this was a core contractual requirement rather than an optional enhancement.

Meeting this ambition was challenging. Defence communities face unique pressures: frequent relocations, employment barriers for military spouses, the transition gap for service leavers, and an increased risk of social isolation. At the same time, the contract demanded a more sustainable supply chain, improved environmental behaviours, and stronger community integration across multiple regions and delivery teams.

To succeed, we needed to move beyond compliance and deliver a coordinated, data led, locally embedded social value programme that could mobilise partners, suppliers, and internal teams around a shared ambition. The challenge was to create long term, inclusive, and sustainable impact while ensuring consistency across a complex, multi year contract serving diverse defence communities.

We moved beyond compliance to deliver measurable impact for defence communities.

How did Amey approach the problem?

Amey approached the challenge by embedding a structured, data‑led and community‑focused social value programme across the RAMS contract, aligned to the Government Social Value Model. Working closely with the DOI, supply chain partners, and defence communities, we designed and delivered a portfolio of initiatives that addressed economic inequality, climate action, equal opportunity, and wellbeing.

To support economic inclusion, we delivered a comprehensive employability and skills offer, including the Career Transition Partnership, the Service to Success programme, BuildForce mentoring, virtual work experience, and a significantly expanded apprenticeship programme. Our teams leveraged deep expertise in workforce development, veteran support, and sustainable procurement to create pathways into employment for service leavers, spouses, and under‑represented groups. We also strengthened the supply chain by championing SME and VCSE engagement, delivering ISO 20400 sustainable procurement training, and building a community of practice around responsible sourcing.

Our approach to climate action was driven by the Plant+ cultural programme, extensive waste and energy education, and the mobilisation of our Sustainability Champions Network. We delivered targeted community sessions in schools with high military child populations, embedding environmental awareness at a local level.

We also prioritised wellbeing through mental health training, a wellbeing app and support hub, and a strong volunteering culture supported by Social Impact Days and the Neighbourly platform. Our partnership with e50K demonstrated an industry leading model for social enterprise collaboration, creating employment for military spouses, reducing social isolation, and reinvesting community profit. By integrating social value into core delivery, leadership, and decision making, Amey moved beyond compliance to deliver measurable, long term impact for defence communities.

A group of men sitting in a classroom environment
Participants of our Service to Success programme.

We embedded long term social value into our RAMS contract.

What was the outcome?

The programme delivered significant, measurable social, economic, and environmental benefits for defence communities and the Defence Infrastructure Organisation. Across the first three years, Amey generated £39 million in total social value, including £22.6 million in Year 3 alone, marking a step change in impact and surpassing the annual Social Value Index target with a 98% score.

Employment and skills initiatives created meaningful pathways into work, supporting 64 military connected candidates into employment, including 19 roles within RAMS, and doubling the apprenticeship intake to 22 apprentices. Through the partnership with e50K, Amey delivered 6,000 Move You In Packs annually, employed 188 military spouses, reinvested £71,229.58 in community profit, and helped reduce social isolation among service families.

Environmental outcomes were strengthened through 100% staff participation in Planet+ sustainability training, 324 hours of waste management training, and community education sessions reaching 172 military children. Meanwhile, colleagues contributed 8,666 hours of Social Impact Days, with over 60% participation across the contract.

Overall, Amey embedded long term social value into the RAMS contract, strengthened community resilience, expanded opportunities for veterans and families, and delivered a scalable, data driven model of social value that continues to benefit defence communities.

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