How do you embed meaningful social value into infrastructure? And why is it no longer optional? These were the questions at the heart of Shaping a Winning Social Value, the latest NextGen partnered webinar, delivered in collaboration with the Engagement Institute.
With a powerhouse panel featuring leaders from Lendlease, Transurban, and the Institute for Infrastructure and Society (I2S), the session cut through the jargon to explore what social value really means — and how leading organisations are proving its worth on the ground.
Why social value matters now more than ever
Sarah Bice, Professor at ANU and co-founder of I2S, opened with a compelling case: more than $30 billion in project delays and disruptions have been linked to stakeholder and community opposition. The fix? It’s not just more engagement. It’s better engagement, with social value at the centre.
Drawing on longitudinal research with over 7,000 Australians, Sarah unpacked the link between community trust, infrastructure success, and the delivery of benefits communities actually care about — things like liveability, safety, access to green space, housing choice, and economic opportunity.
Importantly, the research revealed a disconnect between infrastructure professionals’ aspirations and the sector’s performance — with many doubting current projects are moving the needle on affordability or inequality. But the opportunity is clear: with the right design and intent, infrastructure can actively build inclusion and resilience.
Lendlease: From philanthropy to measurable impact
Edmund McCombs, Head of Social Impact at Lendlease Foundation, shared how the company set a bold target in 2020: deliver $250 million in verified social value by FY25. Despite launching during the pandemic, Lendlease surpassed its goal — generating $284.6 million, across 55 partner organisations, with more than 253,000 verified beneficiaries.
What made it work?
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Deep partnerships: Collaborations with groups like the Great Barrier Reef Foundation and Australian Red Cross went beyond funding — embedding cultural care, disaster resilience, employment pathways and social cohesion into the core of the work.
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SROI methodology: Using Social Return on Investment principles, Lendlease evaluated outcomes in local contexts, local currency, and with local stakeholders — from regional Australia to Milan and Kuala Lumpur.
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Global reach, local relevance: From employment programs for inmates in Italy to suicide prevention in the U.S. construction sector, the work was tailored, authentic, and evidence-based.
“Social value is created when an activity makes a positive impact on someone’s quality of life or strengthens community resilience,” Edmund explained. “It’s not philanthropy. It’s a measurable investment in the places and people where we work.”
Transurban: Rebuilding trust through infrastructure
While Lendlease shared a global corporate story, Elisa Hitchcock, National Head of Public Affairs and Communities at Transurban, zoomed in on a single (massive) project: WestConnex in Sydney.
Initially perceived as a controversial mega project, the $21 billion road infrastructure investment turned into a case study in co-designed social value. Elisa described how Transurban:
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Started with listening: Thousands of residents were consulted on what mattered — the result was a shift from top-down delivery to community-shaped priorities like playgrounds, active transport routes, green spaces and STEM education programs.
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Measured community sentiment: A structured feedback loop showed a 60% uplift in public support over the life of the project, with tangible benefits like air quality improvements and time savings making a visible difference.
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Embedded value from Day Zero: Social license and value weren’t add-ons — they were strategic drivers considered even before the acquisition.
“You can’t afford not to invest in social value anymore,” Elisa said. “Our investors expect it. Our communities demand it. And our credibility depends on it.”
What’s next: A sector-wide shift
The message was clear across the board: social value isn’t a trend — it’s a requirement. Regulatory drivers help, but the real shift happens when organisations see social value as core to business success, not just risk mitigation.
Sarah Bice noted that stronger regulation can actually drive greater project acceptance, citing research linking public confidence in regulatory oversight to higher levels of trust and license to operate.
To support this shift, I2S has launched a Social Due Diligence process — a practical tool to help governments and developers plan and deliver place-based, people-centred infrastructure. Trials are already underway in partnership with the Queensland Government, and more collaborators are being sought.
Final takeaways from the panel
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“Keep it simple.” (Edmund) Start small and build momentum — even with limited budgets, real impact is possible.
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“Do it properly.” (Elisa) Invest time up front and surround yourself with the right people — social value can’t be rushed or faked.
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“Quality of life, resilience, and adaptive capacity” should be your north stars (Sarah).
For anyone looking to shift the dial on infrastructure engagement, the webinar delivered both the evidence and the how-to.
📺 Missed the live session? The full webinar recording is available now.
