Social Value Policy

1) Purpose

This policy explains how MaxIron Ltd considers social value when it bids for and delivers work. It covers the value created through the service itself, the way we employ and engage people, the knowledge we leave with customers, our purchasing decisions and our environmental responsibilities.

It also sets a clear standard for public procurement. We make commitments that fit the contract, measure what was agreed and report the result honestly. We do not present unmeasured activity as an outcome.

2) Scope

This policy applies to MaxIron Ltd's directors and employees, and to contractors, consultants and suppliers working on our behalf. It applies to our operations and to customer work in the United Kingdom, the United States and Europe.

Contract-specific social value commitments also apply to every person responsible for delivering, recording or reporting the relevant measure.

3) Policy statement

Social value is part of how work is delivered. For MaxIron, that means reliable asset-management services, fair and properly governed work, useful knowledge transfer, responsible use of specialist suppliers, and a measured reduction in environmental impact.

MaxIron is a small, fully remote technology services company. Our commitments must be proportionate to that operating model and material to the contract. We will not claim large employment programmes, community schemes or local economic effects that we do not run and cannot evidence.

4) Legal and procurement framework

This policy supports our responsibilities under the Public Services (Social Value) Act 2012 and the UK Government approach set out in Procurement Policy Note PPN 002, Taking Account of Social Value in the Award of Central Government Contracts, and the Social Value Model that applies to the procurement.

Some existing frameworks and call-off questions, including G-Cloud 14 procurements, may refer to the earlier PPN 06/20 model. Where that happens, we answer the question asked and agree measures that can be delivered under the contract.

Our employment and supply-chain approach also reflects the Equality Act 2010, the Modern Slavery Act 2015 where applicable, and relevant employment law. Environmental commitments are managed through our Carbon Reduction Plan, the Climate Change Act 2008 net-zero framework and PPN 006 where it applies.

5) Value through our work

MaxIron implements, upgrades, operates and supports IBM Maximo and Maximo Application Suite. These systems help organisations plan and record work on physical assets. On public and regulated estates, reliable asset information and controlled maintenance work support service continuity, safety, accountability and responsible use of public money.

We treat that operational result as the first source of social value. A separate activity does not compensate for a service that is poorly designed, difficult to operate or dependent on one supplier.

6) Employment, skills and knowledge transfer

We provide paid skilled work and do not use unpaid internships. Work is allocated by competence, security requirements and customer need. Our delivery combines senior UK practitioners with a European specialist and contractor network where the contract permits it.

Customer knowledge transfer is planned as part of delivery. Depending on the engagement, this includes paired working, recorded design decisions, runbooks, administrator guidance, handover sessions and supervised operation before MaxIron steps back. The aim is for the customer's named people to understand and operate what has been delivered.

7) Equal opportunity

We do not discriminate unlawfully in recruitment, pay, development, work allocation or access to opportunity. Decisions are based on the requirements of the role and the person's ability to perform it.

Remote work is our normal operating model. It widens the geographical area from which people can work and removes a daily office commute. Reasonable adjustments are considered for employees, contractors and candidates where required.

8) Decent work and wellbeing

Working time, rest, holidays, performance concerns and grievances are managed through documented internal policies. Managers are responsible for setting realistic delivery expectations and for raising workload or wellbeing concerns before they become unsafe or unsustainable.

MaxIron does not tolerate forced labour, human trafficking or exploitative recruitment in its own operations or supply chain. Labour suppliers and individual contractors are subject to proportionate checks before engagement and during supplier review.