# STATE OF SOCIAL PROCUREMENTQuick wins that build confidence in Social Procurement Low-risk entry points that build momentum and enable scale For many businesses, the biggest barrier to social procurement is knowing where to begin. Procurement budgets offer significant potential for impact, yet their scale can make early action feel risky or insufficient. In practice, meaningful change at scale is complex and requires confidence built over time.Experience from social enterprise networks consistently shows that progress is fastest when organisations start where they have the greatest autonomy and lowest operational risk. Early, visible wins are critical. They build momentum, reduce perceived risk, and create the conditions for broader transformation.This chapter brings together practical case studies from different sectors and regions, highlighting low-risk entry points that helped companies move from intent to action. ### Compass Diversified, USA Compass Diversified (CODI) began its social procurement journey in 2022 with a single indirect-spend decision, switching its office tea supplier to Nemi Teas, a social enterprise creating employment and job-readiness opportunities for refugees in the UK. This low-risk shift demonstrated how everyday purchasing decisions can generate direct social impact.Building on this early win, CODI expanded social procurement across multiple indirect spend categories and into its subsidiaries through small pilots. One subsidiary supported a social enterprise supplier to open new national accounts, while procurement team members invested in targeted training to embed capability. These early steps created internal confidence and positioned social procurement for longer-term integration. ### Recidar, Peru Recidar partnered with major retailers to redirect surplus furniture and household goods away from disposal and into a refurbishment model that generates social and environmental value. By repurposing existing waste streams, retailers reduced landfill use while supporting job creation through Recidar’s operations.The partnership’s impact was quantified through emissions avoided, waste diverted, and employment generated, providing procurement and sustainability teams with clear evidence of value. Successful pilots helped internal champions expand circular procurement conversations beyond surplus management to broader sourcing strategies. ### Equiori, Colombia Equiori enabled companies to integrate social procurement through regenerative cacao sourcing, working with smallholder farmers across Colombia. Initial pilots focused on shifting a portion of cacao procurement, supporting rural livelihoods while meeting quality and traceability standards.By linking purchasing decisions to measurable environmental and social outcomes, including improved farm incomes and sustainable land management, the pilots built internal confidence. This momentum enabled expansion into additional products and encouraged companies to embed regenerative sourcing into longer-term procurement and reporting frameworks. ### Salva Terra, Colombia Salva Terra connects corporate buyers with rural producers, including campesino communities, Afro-descendant groups and former combatants, through inclusive sourcing models. Early partnerships focused on small production batches that generated income for producer groups while allowing companies to assess quality and reliability.Clear impact reporting on income generation and community reinvestment helped build trust and internal buy-in. As confidence grew, buyers expanded both volume and product range, supporting broader participation of marginalised rural communities in formal value chains. ### WildHearts Office and Zurich Insurance Group Zurich Insurance integrated social procurement through a long-term office supplies contract with WildHearts Office, transforming core overhead spend into sustained social impact. Over a ten-year period, the partnership has directly impacted 8,734 lives, while WildHearts has reached more than 3 million people globally through its wider programmes.The collaboration expanded beyond procurement to include entrepreneurship training for 239 Zurich Insurance employees between 2020 and 2023. In 2024 alone, WildHearts delivered over 156,000 student engagements in the UK and continues to support more than 800,000 women globally through enterprise and microfinance initiatives. ### AfB and Siemens, Germany AfB’s partnership with Siemens began as a local pilot to refurbish used IT equipment, combining circular economy principles with inclusive employment. Over ten years, the collaboration has refurbished more than 115,000 devices and created at least 14 jobs for people with disabilities in Germany.The environmental impact is equally significant, saving over 10.7 million litres of water, nearly 42 million kWh of primary energy and almost 5.9 million kilograms of raw materials compared to new production. The success of the initial pilot enabled expansion into a nationwide programme. ### India: Corporate Gifting as a Gateway A global investment bank in India used corporate gifting as a low-risk entry point into social procurement, piloting an on-site festive marketplace featuring curated social enterprises and artisan groups. The initiative generated immediate income opportunities for participating enterprises while engaging employees directly.The pilot helped enterprises refine their offerings to meet institutional standards and shifted internal perceptions of social enterprises as credible suppliers. The firm is now using this model to scale social procurement into additional indirect spend categories, including office and pantry supplies. ### South Africa: Seeds of Change Food Lover’s Market launched Seeds of Change to embed social procurement into core retail buying decisions. Since its inception, 120 impact-led enterprises have participated in the programme, with 41 finalists progressing through advanced support.By linking commercial growth with social and environmental outcomes, the programme has expanded market access for small suppliers while embedding social procurement into everyday buying practices. The approach demonstrates how supplier development can deliver scale when aligned with core business values. # From early wins to lasting change The key lesson is simple: show, do not tell. Progress is fastest when organisations start with low-risk entry points that cut through competing priorities. For many businesses, this is found in indirect spend, where autonomy is higher, risk is lower, and contracting is more flexible. While this may feel counterintuitive for organisations used to a scale-first mindset, it is often the most effective place to begin.Internal champions are built through experience. When teams see social procurement working in practice, from sourcing to delivery, they gain the confidence to advocate for scale. Meaningful impact can grow organically, without requiring an upfront commitment to a fixed percentage of spend.Explore 41 European Buy Social Europe B2B Procurement for People & Planet case studies in the full report and online case library.Learn more about the EU and SAP co-funded Buy Social Europe project, including reports, policy recommendations and training materials across 17 European markets here.Photo Credit: Buy Social Europe, students supported by WildHearts Office ## Partners This section has been developed in collaboration with Purchasing with Purpose, Euclid Network, Sattva, and Agora Partnerships. *Partner organizations and sponsors* Last update was made on 13 January 2026.