Bid for - Bluelight Procurement Database

Commercial in Confidence

Bid for:

119T_Dedicated Courier Services

Conducted under Open Procedure

BIDDER NAME:

G4S Secure Solutions (UK) Limited

Police & Crime Commissioner for Devon & Cornwall All rights reserved.

No copying, selling public performance, hire or distribution in any form without the permission of the

Chief Executive of the Office of the Police & Crime Commissioner for Devon and Cornwall

119T_Dedicated Courier Service Page 1 of 78

Contents Section One – Definitions and Interpretation ....................................................................... 2

1.1 Definitions and Interpretation .................................................................................. 2

1.2 Background ............................................................................................................ 3

1.3 Procurement Representative .................................................................................. 4

Section Two – Timetable and Evaluation ............................................................................. 5

2.1 Requirement ........................................................................................................... 5

2.2 Lots ......................................................................................................................... 5

2.3 Procurement Timetable .......................................................................................... 5

2.4 Method of Evaluation .............................................................................................. 6

2.5 Evaluation of Mandatory Rejection, Discretionary Rejection, Economic and Financial Standing Questions ........................................................................................... 6

2.6 Evaluation of Specification OF Requirements ........................................................ 6

2.7 EVALUATION OF TECHNICAL QUESTIONS ........................................................ 7

2.8 Evaluation of Pricing .............................................................................................. 8

Section Three – Questionnaire .......................................................................................... 11

3.1 Explanatory Notes ................................................................................................ 11

3.2 Verification of Information Provided ...................................................................... 11

3.3 Sub-Contracting Arrangements ............................................................................ 11

3.4 Consortia Arrangements ....................................................................................... 12

3.5 Form A Organisation and contact details .............................................................. 12

3.6 Form B – Grounds for Mandatory Rejection ......................................................... 15

3.7 Form C – Grounds for Discretionary Rejection ..................................................... 17

3.8 Form D – Economic and Financial Standing ......................................................... 18

3.9 Form E – Professional Ability ................................................................................ 20

Section Four – Specification / Statement of Requirements ................................................ 26

4.1 Introduction ........................................................................................................... 26

4.2 Specification / Statement of Requirement ............................................................. 26

Pricing ............................................................................................................................ 46

Technical Questions ....................................................................................................... 48

Section Five – Pricing ........................................................................................................ 76

5.1 Consideration Points ............................................................................................. 76

Checklist of Documents for Completion and Enclosures Required .................................... 77


SECTION ONE – DEFINITIONS AND INTERPRETATION 1.1 DEFINITIONS AND INTERPRETATION 1.1.1 Any terms and expressions used in the documents for this Tender shall have the

meanings set out below. In this document, except where the context requires otherwise, the singular includes the plural and vice versa.

“Authorised Representative”

Shall mean the person for the time being or from time to time duly Representative” appointed by the Force and notified in writing to the contractor to act as the Force representative for this Framework.

“Bidder” Shall mean an organisation to which this Tender is issued (whether it is a single organisation, prime contractor or consortium).

“Contract” Shall mean each agreement which may be entered into between each of the PCCs and the Contractor for the provision of the goods/services as a result of this procurement process.

“Customer” Shall mean the Police and Crime Commissioners and the Chief Constables for the force areas of Devon and Cornwall and Dorset and „Customer‟ shall be construed accordingly.

“FOIA” Shall mean the Freedom of Information Act 2000.

“Forces” Shall mean the Devon & Cornwall and Dorset Police Forces.

“Lead Organisation”

Shall mean, in the case of a consortium Bidder or a Bidder relying on Significant Sub-contractors, the organisation responsible for leading the submission

“PCC” Shall mean the Police and Crime Commissioner

“Price” Shall mean the sum so named in the contract together with any additions or deductions agreed in writing.

“Procurement Representative”

Shall mean the person detailed in 1.3 of this document

“Relevant Organisation”

Shall mean where the Bidder is a consortium, each consortium member other than the Lead Organisation; and/or where the Bidder or a consortium member is a prime contractor, each Significant Sub-contractor other than the Lead Organisation.


“Regulations” Shall mean the Public Contracts Regulations 2006 (as amended)

“Services” Shall mean the provision of a dedicated courier service.

“Significant Contractor”

Shall mean where there is a sub-contracting arrangement, each proposed sub-contractor where that proposed sub-contractor will be contributing significantly, either in terms of value or importance to the provision of the Services.

“SSU” Shall mean Scientific Support Unit

“Submission Requirements”

Shall mean all documents and information required to be completed and submitted by the Bidder in order to submit a compliant tender.

“SwPPD” Shall mean the Southwest Police Procurement Department, which is hosted by the Police & Crime Commission for Devon & Cornwall. For the purposes of this procurement the SwPPD is carrying out the procurement on behalf of the Authorities and therefore all references to the rights and obligations of the SwPPD within this document shall be deemed also to be rights and obligations of the Authorities.

1.2 BACKGROUND 1.2.1 This procurement is being administered by the SwPPD. The SwPPD is hosted and

managed by the Office of the Police and Crime Commissioner for Devon and Cornwall. It administers most of the procurements for goods, services and works undertaken by the respective Forces of Devon and Cornwall, Dorset, Gloucestershire and Wiltshire.

1.2.2 In this case, the Chief Constable and the SwPPD will award a contract for the

provision of a dedicated courier service for Devon and Cornwall and Dorset Police Forces. Whilst this contract will initially be for Devon and Cornwall and Dorset Police initially it will be flexible and scalable so that the other Forces within the SWPPD may join the contract at a later date if conditions dictate. This may also include Avon and Somerset Police in the future. Devon and Somerset Fire and Rescue may also join the contract at a later date. The routes must be able to be changed to reflect the needs of the participating Forces and any participating partner agencies.

1.2.3 This procurement will be run in accordance with the Open procedure set out in the

Public Contracts Regulations 2006. 1.2.4 The Contract is intended to be awarded on Friday 12th February 2016 with a

Contract start date of 18th June 2016. The Contract shall be awarded for a period of five years from and including the Contract start date. [The Contract period may be extended for up to 24 months].


1.3 PROCUREMENT REPRESENTATIVE Gemma Hawkins

Senior Category Buyer (Facilities Management) South West Police Procurement Department [email protected]


SECTION TWO – TIMETABLE AND EVALUATION 2.1 REQUIREMENT 2.1.1 Devon and Cornwall have a requirement for a dedicated courier service. The

requirement is for the collection and delivery of Court Files, Force Postal Courier, DNA, Forensic Samples/Exhibits, and items from Central Stores and Engineering Workshops. There are currently six courier routes and four stores routes that operate weekly throughout the Devon and Cornwall Force area. A total of 39 trips currently operate weekly within Devon and Cornwall.

2.1.2 Dorset Police have a requirement for a dedicated courier service. The

requirement is for of Court Files, Force Postal Courier, DNA, Forensic Samples/Exhibits, and items from Central Stores and Engineering Workshops. There is currently one route which operates overnight from Sunday to Friday, which totals six trips per week. Dorset Police would also like an additional courier route twice per week to transport mainly uniform around the Force area.

2.1.3 The Crown Prosecution Service (CPS) within Devon and Cornwall will also be a

part of this tender. Although the majority of files are now transferred electronically there is still a requirement for the transportation of some files to the courts as well as any hard evidence that is required for the courts, for example CCTV and other evidence. The CPS courier service within Dorset is an optional addition to the Dorset requirement and is required to be priced separately as an optional extra as per schedule 2 of this document. Further information about the CPS is available on the following internet web-site: www.cps.gov.uk

2.1.4 There is also a requirement for a daily (Mon – Fri) regional forensic services route.

This will travel between Middlemoor, Ferndown, Devizes, Portishead and Bridgwater daily.

2.1.5 Devon and Cornwall Police are working in partnership with Devon and Somerset

Fire and Rescue Service (DSFRS) and South Western Ambulance Service NHS Foundation Trust (SWAST) on several initiatives and as such the courier provision within this contract may be extended to include their sites during the duration of this contract. This contract may also be extended to include the Avon and Somerset, Gloucestershire and Wiltshire Police Forces in the future.

2.2 LOTS 2.2.1 Although this procurement covers two Force areas this contract will not be split

into Lots, this is because there is a Strategic Alliance between the two Forces which means that more and more services will be shared between the two Forces. As a result of this it is envisaged that there will be an increasing amount of mail and other items that the courier provision has to transport between the Forces so the same Contractor is required for both Forces.

2.3 PROCUREMENT TIMETABLE

http://www.cps.gov.uk/


2.3.1 The following timetable is indicative only and may be subject to change.

ITT available via Bluelight Tuesday 10th November 2015

Site Visit date - Devon and Cornwall Thursday 26th November 2015

Site Visit date - Dorset Thursday 3rd December 2015

Closing date for submission of clarification questions

12 noon Thursday 10th December

ITT submission date 12 noon Thursday 17th December 2015

Evaluation period Friday 18th December – Thursday 28th January 2016

Alcatel Standstill period Monday 1st February 2016 – Thursday 11th February 2016

Contract Award date Friday 12th February 2016

Contract Start date Saturday 18 June 2016

2.4 METHOD OF EVALUATION 2.4.1 The evaluation of bids will be conducted by representatives of the Customers. Bids

will be evaluated on the following criteria and any sub-criteria shown in the Specification / Statement of Requirements.

Item Weighting

Commercial Questionnaire Mandatory rejection, discretionary rejection, economic and financial standing, and technical and professional ability

Pass = Tender to be evaluated Fail = Tender is rejected

Statement of Requirement – Mandatory Requirements

Pass = Tender to be evaluated Fail = Tender is rejected

Technical Questions

40%

Price 60%

2.5 EVALUATION OF MANDATORY REJECTION, DISCRETIONARY REJECTION,

ECONOMIC AND FINANCIAL STANDING QUESTIONS 2.5.1 Each Bidder‟s responses to the mandatory rejection, discretionary rejection,

economic and financial standing, and professional ability questions in Section Three will be evaluated first. If a Bidder‟s response to a question is scored on a pass/fail basis and the Bidder‟s response is scored as a “fail” its Bid will be rejected.

2.5.2 A Bidder that has not been rejected as a result of its response to the mandatory

rejections, discretionary rejection, economic and financial standing, and professional ability questions will then have its bid in respect of the Statement of Requirements and Pricing evaluated.

2.6 EVALUATION OF SPECIFICATION OF REQUIREMENTS


2.6.1 To ensure Bidders are fully aware of the requirements which they will be contractually bound to meet if successful; the Force has set out in Section Four each element of the Statement of Requirements / Specification. Bidders are required, for each element, to check the “compliant” boxes to confirm that they understand that they will be bound to deliver these elements under any contract awarded. Any Mandatory Requirements that are not checked and cannot be complied with will render the relevant Bidder‟s tender “non compliant” and that tender will be removed from further evaluation unless there is relevant rationale provided.

2.6.2 For some elements (where specified) Bidders are required to provide Method

Statements providing a description of how they will meet the requirement and this may include evidence to support that answer. These responses, together with the Statement of Requirements / Specification will be included in Schedule 1 (The Services) of the Contract if that Bidder‟s tender is successful.

2.6.3 The „further information‟ box is to be used for bidders to demonstrate their full

compliance to a particular requirement. 2.6.4 If bidders have any queries regarding the tender documents or procurement

process, they should raise these queries through the Bluelight e-tendering website (www.bluelight.gov.uk). The procurement representative will then respond to your query as soon as possible. The last date for the submission of any queries or questions will be 1200 hours on Thursday 10th December. No questions or queries that are raised after this time will be responded to.

2.7 EVALUATION OF TECHNICAL QUESTIONS 2.7.1 A panel consisting of procurement, technical and stakeholder representatives will

read the responses provided, evaluate them and score each one using the evaluation methodology set out in this Section Two.

2.7.2 Some of the elements within the Technical Questions are of more importance than

others and the SwPPD needs to be sure that a Bidder‟s tender demonstrates a minimum standard of ability in that area. For those elements which are of high importance and therefore mandatory each Bidder must achieve a minimum score of 5. If a Bidder scores less than 5 for such an element and is therefore non-compliant, then its tender will not be evaluated further. If a Bidder has scored 5 or more for that element then the score achieved will form part of the overall score for that criterion. The score will be calculated with a “high” weighting as set out in Table 2; i.e. 5x5, 8x5, 10x5.

2.7.3 For elements weighted Low or medium, scores below 5 will not disqualify the

Bidder from further evaluation and that Bidder will still remain compliant. All weighted scores achieved from low, medium or high weighted requirements will be added together to form the overall score for that criterion.

Table 1

Score Interpretation

0 Unsatisfactory:

http://www.bluelight.gov.uk/


The question has not been answered or the response is unsatisfactory. There is insufficient evidence to support the response to allow SWPPD to properly evaluate.

2 Poor: The response only partially satisfies requirement, with deficiencies apparent. The response falls short of the minimum expectations. Insufficient evidence to demonstrate that the requirement can be met.

5 Adequate (Pass): The response meets the minimum requirements but is only just satisfactory and could have been expanded upon. The response is sufficient but does not inspire. Adequate evidence provided to demonstrate that the requirement can be met.

8 Good: The response satisfies requirement and includes a good level of detail. Some good evidence provided to demonstrate that the requirement can be met.

10 Comprehensive: The response provides a comprehensive and detailed explanation that provides full confidence and totally meets all expectations, including a full description of any techniques and measurements employed. Excellent evidence provided to demonstrate that the requirement will be met.

Table 2

Scored Question Rating Weighting

High Multiplied by 5

Medium Multiplied by 3

Low Multiplied by 1

2.8 EVALUATION OF PRICING (60%) 2.8.1 The SwPPD requires Bidders to submit pricing in accordance with the Pricing

Declaration and Schedule (Schedule 2). 2.8.2 No alteration of price shall be permitted for the initial contract period. Any price

increases following this and for the duration of the contract shall only be permitted if they are due to legislative changes (eg if the minimum wage increases and this has a direct impact on this contract).

2.8.3 As per SOR 28c should fuel prices fluctuate by 10% or more the contract price

may be amended following discussion and agreement between both parties. 2.8.4 All costs must be included in the Pricing Schedule (Schedule 2). Costs that appear

elsewhere in your submission that are not shown in Schedule 2 will be excluded. 2.8.5 The score awarded to each Bidder will be calculated by taking the pricing of the

lowest cost tender (based on the whole life cost of the contract) and dividing it by each Bidder‟s pricing to get a percentage of the maximum available weighted score for price that will be awarded to each Bidder.


Example If Price accounted for 30% of the total score and the lowest Bid price was £100, that bidder would get 100% of the full 30% available i.e. 30%.

If the next lowest bid price was £125, which is 25% more expensive than the lowest cost tender it would be scored as follows: 100% (Lowest cost tender at £100) † 125% (next lowest Bidder‟s tender £125) = 80% of the maximum available pricing weighted score i.e. 80% of 30% = 24% If the next lowest cost tender was £150 then 100% (Lowest cost tender at £100) ÷ 150% (next lowest bidder‟s tender £150) = 66.6% of the maximum available pricing weighted score i.e. 66.6% of the overall weighted score for price 30% = 20%.

If further clarification is still required then please contact the Procurement Representative. 2.9 SITE VISIT 2.9.1 Site Visits will be held, which will provide an opportunity for Bidders to view a

representative sample of the post rooms and stations across the Devon and Cornwall and Dorset Police Forces. A maximum of two representatives from each organisation will be allowed to partake in the site visits. Site visits will only take place on the dates listed below and alternative arrangements will not be made with individual organisations.

2.9.2 Site visits will take place at the following locations on Thursday 26th November 2015 Crownhill Police Station (postroom) Camborne Police Station Newquay Police Station Police Headquarters, Middlemoor, Exeter (postroom) 2.9.3 Site visits will take place at the following locations on Thursday 3rd December 2015 Police Headquarters, Winfrith Dorchester Police Station Bridport Police Station 2.9.4 Should bidders wish to participate in the site visits they must notify the Procurement

Representative by 12 noon on Wednesday 25th November with the details of the representatives from their organisation who will be attending. Due to security restrictions, attendees who have not advised of their attendance will not be permitted to partake in the site visits. Specific timings and locations etc will be provided to those attending the site visits at least 24 hours in advance of the visits taking place.

2.9.5 Please note that during these visits no photographs will be allowed to be taken

either via camera or mobile telephone.


2.9.6 Full details of the timetable, venues and directions will be forwarded in due course to those Bidders who have expressed interest in attending the site visits.

2.9.7 Bidders may also submit clarification questions in the interim via the Bluelight e-

tendering portal. 2.9.8 In compliance with European directives on equal and fair treatment of suppliers, any

information that the Force provide in response to requests for clarification will be distributed via the Bluelight e-tendering portal to all organisations, not just the organisation that requested the information. The only circumstance in which this procedure may be waived is if a Bidder considers their enquiry to be innovative to their offer in which case this should be clearly communicated within the correspondence.


SECTION THREE – QUESTIONNAIRE 3.1 EXPLANATORY NOTES 3.1.1 Bidders are required to complete the following questionnaire in full. Failure to do

so may result in your tender being disqualified. If the question does not apply to you please write N/A; if you do not know the answer please write N/A. The completed questionnaire will provide the Force with information relating to the respondents general economic, financial, technical and professional standing.

3.1.2 Bidders should clearly reference all responses to the question to which they relate

and return as instructed. Any further information which you may wish to submit should also be appended and headed “Supporting information” clearly marked with the question number to which it relates.

3.1.3 Unless stated otherwise in a question, each question should be answered by the

Bidder, lead Organisation and each and every Relevant Organisation. 3.1.4 After submitting a tender, a Bidder must notify SwPPD of any changes of

circumstances which mean that any of its responses should be changed. SwPPD reserves the right to re-evaluate (and where necessary to reject) a tender following any such notification.

3.2 VERIFICATION OF INFORMATION PROVIDED 3.2.1 The higher the risk of the procurement, the higher the level of verification is likely

to be required. Not all questions require supporting documents up front. However, the SwPPD may ask to see these documents at a later date, so it is advisable you ensure they can be made available on request. You may also be asked to clarify your answers or provide more details about certain issues.

3.3 SUB-CONTRACTING ARRANGEMENTS 3.3.1 Where a sub-contracting approach is proposed, all information requested should

be given in respect of the prime contractor. 3.3.2 Where sub-contractors will play a significant role in the delivery of the goods or

services, please indicate in a separate annex (by inserting the relevant company/organisation name) the composition of the supply chain, indicating which member of the supply chain will be responsible for the elements of the requirement, noting that ultimate responsibility will always rest with the successful Bidder.

3.3.3 It is recognised that arrangements in relation to sub-contracting may be subject to

future change. However, Bidders should be aware that where sub-contractors are to play a significant role, any changes to those sub-contracting arrangements may constitute a material change and therefore may affect the ability of the Bidder to proceed with the procurement process or to provide the goods or services.


3.4 CONSORTIA ARRANGEMENTS 3.4.1 If the Bidder bidding for a requirement is a consortium, the following information

must be provided:

o Full details of the consortium; and, o The information sought in this questionnaire in respect of each of the

consortium‟s constituent members as part of a single composite response. 3.4.2 Potential Bidders should provide details of the actual or proposed percentage

shareholding of the constituent members within the consortium in a separate Annex. If a consortium is not proposing to form a corporate entity, full details of alternative proposed arrangements should be proposed in the Annex. However, please note the Customer reserves the right to require a successful consortium to form a single legal entity in accordance with Regulation 28 of the Public Contracts Regulations 2006.

3.4.3 The Customer recognises that arrangements in relation to consortia may (within

limits) be subject to future change. Potential Bidders are reminded that any future proposed change in relation to consortia must be notified to the Customer so that it can make a further assessment by applying the selection criteria to the new information provided.

3.5 FORM A ORGANISATION AND CONTACT DETAILS 3.5.1 The details provided within Form A below should reflect the current governance

and provide the point(s) of contact for all contractual matters should the organisation be awarded a Contract. This will not necessarily be the same person putting the bid together and/or the main contact on Bluelight.

ORGANISATION AND CONTACT DETAILS

A1 This question should be completed for the Bidder, Lead Organisation and any Relevant Organisations (if applicable) with the exception of the Main contact where details should be provided for the Lead Organisation only. For info only - no score Trading Name G4S Secure Solutions (UK) Limited Correspondence Address 46 Gillingham Street, London, SW1V 1HU Telephone Number 07872158915 Fax Number (optional) N/A Email Contact Address (if applicable) [email protected] Main Contact of the Bidder, Lead Organisation, empowered to represent the Bidder in all dealings of a contractual nature.


This will not necessarily be the Bluelight contact. Bidders should note that the contact on Bluelight will be the sole contact during the procurement process on behalf of the Bidder, lead Organisation and any Relevant Organisation (if applicable) and the SwPPD shall not be responsible for contacting any other person. Bidders should provide below the names and contact details of those persons who will have responsibility for managing the contract if successful. Name Ian Cole Position Contracts Manager Address 46 Gillingham Street, London, SW1V 1HU Telephone 07734482577 Fax (optional) N/A Mobile (optional) 07734482577 E-Mail [email protected] Deputy Contact (if applicable) empowered to represent the Bidder in all contractual matters Name Bryan Hall Position Regional Manager Address 46 Gillingham Street, London, SW1V 1HU Telephone 07710950305 Fax (optional) N/A Mobile (optional) 07710950305 E-Mail [email protected] Internet Website Address www.g4s.co.uk Registered Office Address (if different from above) Same as above Date Established 14/03/1972 Type of Organisation (e.g. Private, Private Limited Company, Partnership, Local Authority, Voluntary Body, Registered Charity). Please provide details of the organisation's structure. Private Limited Company


Registered Business Number 01046019 Date of Registration 14/03/1972 VAT Registration Number GB 238 560 256 Ownership If your company is owned by a parent company, please identify the name(s) of the parents and clearly identify the relationship G4S Secure Solutions (UK) Limited is a wholly owned subsidiary of G4S Plc. Consortia and Sub-Contracting Check relevant box below

(a) Your organisation is bidding to provide the goods and/or services required itself

(b) Your organisation is bidding in the role of Prime contractor and intends to

use third parties to provide some of the goods and/or services

(c) The Potential Supplier is a consortium or Special Purpose Vehicle If your answer is (b) or (c) please indicate in a separate annex (by inserting the relevant company/organisation name) the composition and governance of the supply chain, indicating which member of the supply chain will be responsible for the elements of the requirement.

QUESTIONS A2 and A3 FOR COMPLETION BY NON-UK BUSINESSES ONLY

A2 Registration with professional body For info only – no score Is your business registered with the appropriate trade or professional trade or professional register(s) in the EU member state where it is established (as set out in Annexes IX A-C of Directive 2004/18/EC) under the conditions laid down by that member state)?

Yes No

A3 Licence or Membership Is it a legal requirement in the State where you are established for you to be licensed or a member of a relevant organisation in order to provide the requirement in this procurement? Pass/Fail Fail if it is a legal requirement and not is checked

Yes No If yes please provide details of what is required and confirm that you have complied with this


N/A

A4 The following information is for Audit purposes only – no score Please confirm whether your organisation is considered one of the following. Check relevant box

Micro enterprise – Staff < 10, Turnover < €2 million, Balance sheet < €2 million

Small enterprise – Staff < 50, Turnover < €10 million, Balance sheet < €2 million

Medium sized enterprise – Staff < 250, Turnover < €50 million, Balance sheet < than €43 million

Large sized enterprise – Staff > 250, Turnover > €50 million, Balance sheet > than €43 If your Organisation is owned/run by any of the following, please check the relevant box

BME Community Interest Companies (CIC) Companies owned or managed by women Owned or run by disabled people Business owned by Lesbian, Bisexual, Gay or Transgender

3.6 FORM B – GROUNDS FOR MANDATORY REJECTION 3.6.1 In some circumstances the Authority is required by law to exclude you from

participating further in a procurement process. If you cannot answer “no” to every question in this section it is very unlikely that your application will be accepted and you should contact the Authorised Representative for advice before completing this form.

B1 Has your organisation or any directors or partner or any other person who has powers of representation, decision or control been convicted of any of the following offences?

Answer

(a) Conspiracy within the meaning of section 1 or 1A of the Criminal Law Act 1977 or article 9 or 9A of the Criminal Attempts and Conspiracy (Northern Ireland) Order 1983 where that conspiracy relates to precipitation in a criminal organisation as defined in Article 2 of Council Framework Decision 2008/841/JHA

Yes No

(b) Corruption within the meaning of section 1(2) of the Public bodies Corrupt Practices Act 1889 or section 1 of the Prevention of corruption Act 1906; where the offence relates to active corruption

Yes No


(c) The offence of bribery, where the offence relates to active corruption

Yes No

(d) Fraud, where the offence relates to fraud affecting the European Communities‟ financial interests as defined in Article 1 of the Convention on the protection of the financial interests of the European Communities, within the meaning of: (i) the offence of cheating the Revenue; Yes No (ii) the offence of conspiracy to defraud; Yes No (iii) fraud or theft within the meaning of the Theft Act 1968, the Theft Act (Northern Ireland) 1969, the Theft Act 1978 or the Theft (Northern Ireland) Order 1978; Yes No (iv) fraudulent trading within the meaning of section 458 of the Companies Act 1985, article 451 of the Companies (Northern Ireland) Order 1986 or section 993 of the Companies Act 2006; Yes No (v) fraudulent evasion within the meaning of section 170 of the Customs and Excise Management Act 1979 or section 72 of the Value Added Tax Act 1994; Yes No (vi) an offence in connection with taxation in the European Union within the meaning of section 71 of the Criminal Justice Act 1993; Yes No (vii) destroying, defacing or concealing of documents or procuring the execution of a valuable security within the meaning of section 20 of the Theft Act 1968 or section 19 of the Theft Act (Northern Ireland) 1969; Yes No (viii) fraud within the meaning of section 2, 3 or 4 of the Fraud Act 2006; or Yes No (ix) making, adapting, supplying or offering to supply articles for use in frauds within the meaning of section 340(11) of the Proceeds of Crime Act 2002; Yes No

Yes No

(e) money laundering within the meaning of section 340(11) of the Proceeds of Crime Act 2002 Yes 0 No 0

Yes No

(f) an offence in connection with the proceeds of criminal conduct within the meaning of section 93a, 93b or 93C of the Criminal Justice Act 1988 or Article 45, 46 or 47 of the Proceeds of Crime (Northern Ireland) Order or

Yes No

(g) an offence in connection with the proceeds of drug trafficking within the meaning of section 49, 50 or 51 of the Drug Trafficking Act

Yes No


1994; or

(h) Any other offence within the meaning of Article 45(1) of Directive 2004/18/EC as defined by the national law of any relevant state.

Yes No

3.7 C – GROUNDS FOR DISCRETIONARY REJECTION 3.7.1 The SwPPD is entitled to exclude you from consideration if any of the following

apply but may decide to allow you to proceed further. If you cannot answer “no” to every question it is possible that your application might not be accepted. In the event that any of the following do apply, please set out (in a separate cross referenced annex) full details of the relevant incidence and any remedial action taken subsequently. The information provided will be taken into account by the SwPPD in considering whether or not you will be able to proceed any further in respect of this procurement exercise.

3.7.2 The SwPPD is also entitled to exclude you in the event you are guilty of serious

misrepresentation in providing any information referred to within regulation 23, 24, 25, 26 and 27 of the Public Contracts Regulations 2006 or if you fail to provide any such information requested by us.

C1 Bankruptcy / Insolvency Is any of the following true of your organisation?

(a) being an individual is a person in respect of whom a debt relief order has been made or is bankrupt or has had a receiving order or administration order or bankruptcy restrictions order or a debt relief restrictions order made against him or has made any composition or arrangement with or for the benefit of his creditors or appears unable to pay, a debt within the meaning of section 268 of the Insolvency Act 1986, or article 242 of the Insolvency (Northern Ireland) Order 1989, or in Scotland has granted a trust deed for creditors or become otherwise apparently insolvent, or is the subject of a petition presented for sequestration of his estate, or is the subject of any similar procedure under the law of any other state;

Yes No

(b) being in a partnership constituted under Scots law has granted a trust deed or become otherwise apparently insolvent, or is the subject of a petition presented for sequestration of its estate; or

Yes No

(c) being a company or any other entity within the meaning of section 255 of the Enterprise Act 2002 has passed a resolution or is the subject of an order by the court for the company‟s winding up otherwise than for the purpose of bona fide reconstruction or amalgamation, or had a receiver, manager or administrator on behalf of a creditor appointed in respect of the company‟s business or any part thereof or is the subject of similar procedures under the law of any other state?

C2 Criminal Offences / Misconduct Has your organisation

(a) been convicted of a criminal offence relating to the conduct of your business or profession;

Yes No


committed an act of grave misconduct in the course of your business or profession;

Yes No

(b) failed to fulfil obligations relating to the payment of social security contributions under the law of any part of the United Kingdom or of the relevant state in which you are established; or

Yes No

(c) failed to fulfil obligations relating to the payment of taxes under the law of any part of the United Kingdom or the relevant state in which you are established?

Yes No

C3 Conflicts of Interest

Do any potential conflicts of interests exist between this work, any senior member of your company or any sub-contractor that the Bidder, Lead Organisation and/or any Relevant Organisation (as applicable) may use?

Yes No

3.8 FORM D – ECONOMIC AND FINANCIAL STANDING 3.8.1 Bidder‟s responses to Form D will be used to undertake an assessment of your

organisations economic and financial standing.

D1 Accounts Due Diligence

(a) (b)

Credit Reference: The SwPPD uses Experian, a credit reference and financial status records agency. It is policy to check all Bidders‟, Lead Organisations‟ and any Relevant Organisations‟ (if applicable) financial status and stability against this system. The Bidder and each Lead Organisation and any Relevant Organisation must consent to the SwPPD carrying out an Experian Check. This organisation consents to an Experian check Dependency: The SwPPD would prefer that no single customer represents more than approximately 10% of the total financial turn-over of the Bidder, Lead Organisation and any Relevant Organisation (as applicable). Please mark down the revenue associated with your top three customers. The names of the customers are not necessary.

Financial Year Ending: 2015 2014 2013 Customer #1 £85m £82m £82m Customer #2 £16m £16m £16m Customer #3 £13m £13m £13m

(c) Please provide copies of the Bidder, lead Organisation and any Relevant Organisation (as applicable) last three financial years‟ audited accounts and annual reports and those of the ultimate holding or parent company, where applicable.


Item Copies Supplied Accounts to include where available: Balance Sheet Profit and Loss Account Auditors Report If unable to supply, please give reasons: N/A Bank Reference: Please supply details of all bankers and include a contact point for each. Contact Name Sheila Hussain Telephone Number 0845 366 9163 Bank Name Barclays Bank Plc. Bank Address 1 Churchill Place, Canary Wharf, London, E14 5HP By providing this information you agree that we can contact your bank for a reference. Please use this space for other banks: N/A

(d) Key Financial Figures: Please provide the Key Financial Figures (all figures to be in £GBP) for the last three years of trading (or for the period that is available if trading for less than three years) for each Bidder, Lead Organisation and any Relevant Organisation (as applicable).

Financial Year Ending 2014 2013 2012

Annual Turnover 223,990,000 242,617,000 437,078,000

Pre-tax Profit (2,587,000) (14,568,000) (85,549,000)

Closing Stock 432,000 (13,568,000) (68,199,000)

Fixed Assets 67,904,000 40,121,000 43,274,000

Current Assets 219,449,000 225,405,000 351,264,000

Current Liabilities (25,965,000) (98,014,000) (84,568,000)

Net ssets 40,820,000 (59,707,000) (46,179,000)

Capital Employed 41,939,000 (57,893,000) (41,294,000)

Share Capital 117,900,000 17,900,000 17,900,000

Share Capital N/A N/A N/A

Net Worth 40,820,000 (59,707,000) (46,179,000)

Cash & Trade Debtors 215,838,000 218,858,000 343,673,000

D2 Insurance Details Weighting = Pass/Fail Please note in order to be considered further the successful Bidder, Lead Organisation and any Relevant Organisation (as applicable) must have the required level of insurance cover during the life of the contract.

The standard minimum liability cover required for Employer‟s Liability is £5,000,000.00


If the Bidder, Lead Organisation and any Relevant Organisation (as applicable) already has this in place please provide details. Start date 01/10/2015 Expiry date 30/09/2016 Copy enclosed Yes No If no please say why N/A If the Bidder, Lead Organisation and any Relevant Organisation (as applicable) does not have the required insurance then it agrees to have Employers Liability of £5,000,000.00 in place for the duration of the contract if successful.

Yes No

The standard minimum liability required for Public Liability is £5,000,000.00. If the Bidder, Lead Organisation and any Relevant Organisation (as applicable) already has this in place please provide details. Start date 1/10/2015 Expiry date 30/09/2016 Copy enclosed Yes No If no please say why N/A If the Bidder, Lead Organisation and any Relevant Organisation (as applicable) does not have the required insurance then it agrees to have Public Liability of £5,000,000.00 in place for the duration of the contract if successful.

Yes No

3.9 E – PROFESSIONAL ABILITY 3.9.1 Bidders‟ responses to Form E will be used to undertake an assessment of your

organisation‟s professional ability in accordance with the Method of Evaluation shown in Section Two.

E1 Equality Act

Weighting = Pass/Fail The Forces require organisations carrying out work for and on their behalf to embrace the principles of the Equality Act 2010. The Bidder, Lead Organisation and any Relevant Organisation (if applicable) must complete this section. I confirm that this organisation embraces the principles of the Equality Act 2010. Confirmed Yes No


Copy policy enclosed Yes No If no copy is enclosed please explain why N/A

E2 Human Rights Act 1998

Weighting = Pass/Fail It is unlawful for a public authority to act in a way that is incompatible with the Human Rights Convention and we wish to ensure that our partners and contractors take reasonable steps to comply with the law. The Bidder, Lead Organisation and any Relevant Organisation (if applicable) must complete this section. Please confirm that this organisation will not cause any police service to be in breach of the Human Rights Act 1998 in the event of being awarded the contract. Confirmed

E3 Data Protection

Weighting = Pass/Fail It is a requirement that the organisation complies with the Data Protection Act 1998. The Bidder, Lead Organisation and any Relevant Organisation (if applicable) must complete this section. I confirm that this organisation complies with the Data Protection Act 1998. Confirmed

E4 Information Security

Weighting = Pass/Fail It may be necessary for the successful Bidder to provide further information on security arrangements where access to the Forces‟ data systems is required. In the interim the following should be completed. Does the Bidder, Lead Organisation and any Relevant Organisation (as applicable) accept that, where appropriate, employees will be required to sign documents obliging them to conform to the provisions of the Official Secrets Act?

Yes No The Security Policy Framework (SPF) Any framework resulting from this tender exercise will involve the successful Bidder holding UK protectively marked material. Further information on the Security Policy Framework can be found at: http://www.cabinetoffice.gov.uk/resource-library/security-policy-framework

E5 Quality Assurance

Weighting = Pass/Fail

http://www.cabinetoffice.gov.uk/resource-library/security-policy-framework


Does the Bidder, Lead Organisation and any Relevant Organisation (if applicable) hold a recognised quality management certification (for example BS/EN/ISO 9001 or equivalent)?

Yes No Copy certificate enclosed Yes No If you answered NO does your organisation have a quality management *system? *”System” means processes and procedures to ensure that the subject is properly managed. This includes making sure that legal requirements are met.

Yes No

E6 Environmental Management

Weighting = Pass/Fail Does the Bidder, Lead Organisation and any Relevant Organisation (if applicable) hold a recognised environmental management certification (for example BS/EN/ISO 14001 or equivalent)?

Yes No Copy certificate enclosed Yes No

E7 Safeguarding Staff and vulnerable people

(i) Please provide a copy of your Safeguarding policy and any other relevant policies and procedures you hold, e.g. safer recruitment procedures, managing allegations policy, whistle blowing policy, etc. Weighting – Pass/Fail Copy of Policy enclosed Yes No How does your organisation comply with the Disclosure & Barring Service (DBS) /Protection of Vulnerable Adults/Protection of Children Act Requirements? Disclosure and Barring Service (DBS) checks identify candidates who may be unsuitable for work involving children or vulnerable adults. DBS checks are in place for all G4S employees. Screening Procedure Identification and evidence of right to work are checked during interview. If successful, photocopies are included in the application pack sent to our screening department. The application pack and right to work are checked, if not correct the application will not progress to screening. Pre-employment verbal screening checks the previous five year history and character references. If successful and with your approval, applicants receive an employment offer subject to completion of full screening and attend training. Once training is completed and an SIA licence has been applied for, the applicant starts work.


Deeper screening and a full identity check take place after the applicant commences work. Where employment involves working with children or vulnerable adults, an enhanced DBS check will be undertaken. Please see Appendix 6: Business Ethics Policy and Appendix 9: Recruitment and Selection Policy regarding our approach to safeguarding and other relevant procedures. In the last three years, has any finding of unlawful acts been made against any individual employed within your organisation or working voluntarily for organisation? If yes provide details below, including details of any investigations undertaken and the outcome of any such investigations. No In the last three years has your organisation been the subject of formal investigation under the Criminal Justice and Court Services Act? If yes, provide details below. No

E8 Health and Safety

Weighting Pass/Fail If you employ more than five people you are required to have an established Health and Safety Policy. Does the Lead Organisation and any Relevant Organisation (as applicable) have an established Health and Safety Policy conforming to EC and UK National Legislation? If so, please enclose a copy. Fail for organisations employing more than five people which do not have and established Health and Safety Policy. Copy of Policy enclosed Yes No

E9 Lone Working

Please provide a copy of your Lone Working Policy Weighting – Pass/Fail Copy of Policy enclosed Yes No

E10 Reference Sites – For information only

Bidders are to respond to this question in the response boxes below Please provide details of your company‟s experience in providing the type of service or similar described in this document. If similar give a brief description of the service delivered, in the last three years or from inception of the Organisation. You must provide all information requested in the table below. You may provide a maximum of 3 references. In providing this information you agree to us contacting the individuals and seeking information regarding the work cited.


Please ensure that you have notified the individuals / organisations that you name as references that you have done so. Should any information received from any referee cause concern, this will be discussed in detail with the bidder prior to any contract award Any information received from references could affect the scoring to technical questions ie additional marks may be awarded as well as marks being deducted.

Reference Site 1

1a

Organisation name Air New Zealand Contact name Ross Winn Email [email protected] Phone no. 07867553718 Contract name and value New Zealand Cargo ACV: £240k Brief description of contract including evidence as to your technical capability in this market G4S has a dedicated team who collect and deliver the items for customers who are based at Heathrow Airport and follow a strict process to ensure a seamless link between all areas. This includes Thai Airlines, Saudi Arabian Airlines and Air New Zealand. G4S have provided security solutions for Air New Zealand for over 10 years which has been named the world's best airline for the last 3 years. It is particularly important that we implement and follow a robust and compliant process when moving goods from the landside area to the airside delivery area. Three types of courier service solutions are currently provided: Collection and delivery of internal mail Collection and delivery of overseas mail, in the UK Collection and escorting of overseas high value goods We efficiently manage our staff so they are able to provide a courier service at Heathrow Airport and by using the same dedicated staff we have gained our customers‟ trust and built strong relationships with all our customers. Our customers are secure in the knowledge that a security agent, with all the required training and qualifications is collecting, delivering and escorting their goods, and that the management team has implemented a robust process, which drives out inefficiencies and ensures safe delivery of all items.

Reference Site 2

2a

Organisation name Barking Havering and Redbridge Hospitals NHS Trust Contact name John Young Email [email protected]


Phone no. 01708 503460 Contract name and value Barking Havering and Redbridge Hospitals NHS Trust. ACV: £4m. Brief description of contract including evidence as to your technical capability in this market G4S have worked in partnership with Barking Havering and Redbridge Hospitals NHS Trust since 2003 and have recently retained the contract until 2020, making it the longest NHS contracted Patient Transport System with a private provider. G4S currently carryout in excess of 100,000 patient journeys annually and have recently won the Trust Pride Heroes Award, nominated by patients, and are the first external contractor to do so. More specifically, this contract involves the movement of persons to and from medical centres and hospitals. This service is time critical and our drivers must demonstrate an understanding that passengers are frequently distressed and may have limitations to their mobility. Drivers must not only possess excellent driving skills, but also the ability to empathise and assess passenger limitations.

Reference Site 3

3a

Organisation name Sanctuary Housing Contact name Awaiting authorisation from customer to release details. Email Awaiting authorisation from customer to release details. Phone no. Awaiting authorisation from customer to release details. Contract name and value Sanctuary Housing Brief description of contract including evidence as to your technical capability in this market A dedicated team of SIA licensed drivers to inspect premises that have vulnerable adults.


SECTION FOUR – SPECIFICATION / STATEMENT OF REQUIREMENTS 4.1 INTRODUCTION 4.1.1 This section sets out the specification for the provision of the goods or services

which will form Schedule 1 (The goods or services) of the contract. To ensure Bidders fully consider the Customer‟s requirements, Bidders are required to confirm that they understand the requirement understand the requirement and are able to provide that element of the goods or services by ticking the box confirming their compliance. Bidders who are not able to confirm compliance with each element of the goods or services as requested will not have their Tenders evaluated further.

4.1.2 It must be noted that Devon and Cornwall currently have an outsourced courier

service, where as within Dorset the provision is currently undertaken by in house staff. This contract will outsource both the Devon and Cornwall and Dorset provisions.

4.2 SPECIFICATION / STATEMENT OF REQUIREMENT GENERIC REQUIREMENTS

Ref No. Requirement and Method Statement

SOR 1a Aim of the Contract The aim of the contract is to provide an efficient courier service across Devon & Cornwall (excluding the Isles of Scilly) and Dorset that delivers and collects mail and other items from all police premises and CPS offices. Understood

SOR1b This contract will be for Devon and Cornwall and Dorset Police Forces initially but the scope may be extended throughout the period of the contract to include Gloucestershire and Wiltshire Police Forces, Devon and Somerset Fire and Rescue Service and South Western Ambulance Service NHS Foundation Trust. Bidders must therefore be confident that they will be able to provide a service covering the entire geography that these organisations service should the requirement arise throughout the contract duration. Understood

SOR1c It must be noted that this requirement is for a dedicated courier service. This requires that dedicated vehicles and drivers are required for the provision of the service. Items cannot be collected as part of any other routes that the Contractor may operate even if this is in the same area.


All items that are transported as part of the service are not to be left at any other premises that the Contractor may have, for example sorting hubs. All post and other items must remain within the boundaries of the service and under no exception be transported elsewhere. Understood

SOR2a Current Arrangements Devon and Cornwall Police currently have a courier contract with an external provider. This currently comprises of six „courier routes‟ and four „stores‟ routes as well as a regional Forensic route. Three of the six courier routes operate overnight on Sunday to Thursday and the other three operate in the day from Monday to Friday. The Stores routes comprise of four separate routes, each one running for a set day each week. The regional forensics route runs from Monday to Friday. Details of all of the current routes can be found in Appendix H. Understood

SOR2b Dorset Police have a courier provision that is undertaken by in house staff. This is a single route which operates weekly for six nights of the week. Details of the current route can be found in Appendix I. There is also a twice weekly service that carries court files from Bournemouth to the relevant CPS premises at Portsmouth and Eastleigh. The service is currently provided by an external company. Both the courier provisions (for Devon and Cornwall and Dorset) will be brought into this contract. The court files service within Dorset Police is to be priced separately as it will be an optional extra to this contract. Although the current Dorset provision operates as an overnight service, this does not have to be the case for the new contract. A daytime service can be offered as long as the time restrictions as detailed in SOR5 below are met. Understood

SOR2c All of the current routes within both Devon and Cornwall Police and the Dorset courier provision will form part of this contract (with the exception of the court files service within Dorset Police which is an optional extra to this contract). Understood

SOR 3 a)

Details of items to be transported The follow requirements are needed from the new contract: Court Files collection/delivery


i) ii) iii) iv) v)

Although the majority of files are now transferred electronically, there is still a requirement for some high priority, time dependent court files, tapes and other evidential items that must be delivered to their destination within 24 hours or as otherwise advised by the customer. Understood Devon and Cornwall The files travel from one of the six custody units, Police Stations and other locations throughout the Force Area to the appropriate court or CJU/CPS premises currently situated at Truro and Exeter. Understood Dorset The files travel from one of the three custody units, at Bournemouth, Poole and Weymouth, Police Stations and other locations throughout the Force Area to Bournemouth for onwards transmission to the appropriate CJU/CPS premises situated at Portsmouth and Eastleigh. Understood The court files service must operate five days per week, 52 weeks per year excluding Christmas Day. One delivery and collection at each of the locations is required each day of operation of the service. It is anticipated that an overnight service will be required to facilitate this service. Court files and associated evidence are signed for by the driver at the time of collection and delivery, and need to be traceable at all stages of their journey (see Appendix J). It is essential that these files and associated evidence are delivered on time in order that it does not cause delay of hearings and trials held in magistrates’ courts. In exceptional circumstances this service may also be required at the weekend. Understood There may also be other high priority mail in addition to the court files that may need to be delivered within strict timescales. Such items will be clearly identified and labelled as such. The Contractor will be required to deliver these to their destination within 24 hours. Compliant Non Compliant Further Information:

SOR3b)

Force postal courier service This must enable approximately 95% of internal mail and all court files and high priority mail and associated documentation to reach their destination within 24 hours (for Devon and Cornwall Police) or by 0830 am for (Dorset Police.) Internal mail includes letters, pouches, sacks, and boxes of mail. All police stations and police-occupied premises in the Devon and Cornwall and Dorset Force areas are visited, together with premises occupied by Courts of


i) ii)

Justice and CPS. The Force Postal Courier services must operate five days per week, Monday to Friday, 52 weeks per year, excluding some Bank Holidays. Current routes have been provided in appendices H and I and it is expected that the Contractor will continue to operate the existing routes as they work well for the Forces.

Compliant Non Compliant Further Information: Devon and Cornwall The current contract comprises of six separate routes (3 overnight, 3 daytime), Understood Dorset The current in house provision consists of a single route which is operated six nights per week, this does not have to be an overnight service going forward as long as the time restrictions in SOR5 are met. Details of existing routes can be found in Appendix xx.

Understood

SOR3c) i) ii) iii)

Frozen/chilled DNA samples Devon and Cornwall A delivery service is required between a majority of SOCO/Custody Units and Police Stations and the Scientific Support Unit, Police HQ, Middlemoor, Exeter. Samples from Cornwall BCU travel via Crownhill Police Station, Plymouth which has freezer storage facilities, before onward transmission to Middlemoor. This is on a same day basis and subsequent return. The service currently utilises cool boxes provided by Devon and Cornwall Police to maintain the samples at low temperature. Such materials are signed for by the driver at the time of collection and delivery, and need to be traceable at all stages of their journey (see Appendices K and L). Understood Dorset requirements Within Dorset DNA samples are currently couriered by the Custody Suites as an internal courier provision, this provision will cease and DNA samples will be carried as a matter of course as part of this contract. The service will be required to collect samples from Custody Units and Police Stations and transport them to Ferndown where they will be stored prior to being transported onwards as part of the regional forensics route. Understood The vans used to utilise this provision must have adequate refrigeration and freezer facilities onboard in order to maintain the forensic integrity of the


samples. This can be in the form of cool boxes or plug in fridges and freezers. If cool boxes are used for this provision it would expected that they would be replaced not less than annually. Fridges and freezers must be serviced on an annual basis. For information, the current fridges that are used are 12- 24 volt and have a capacity of 30 to 35 litres and are 350 mm wide, 450mm high and 550 mm deep. It will be the responsibility of the contractor to ensure that the fridge and freezer provision is always adequate for the volume of samples to be carried. Compliant Non Compliant Further Information:

SOR3d) i) ii) iii) iv)

Larger Items Delivery Service Devon and Cornwall A separate service is currently provided in Devon and Cornwall for larger items, this is commonly referred to as the „Stores‟ Delivery Service. Whilst this is operated as a separate service at present it may become necessary to amalgamate this with the normal courier routes at some point in the future as more direct ordering is taking place. This service currently operates from Tuesday to Friday with a different route operating on each day of the service as to serve the whole Force area. Understood This service is required to collect and deliver stores items from the priority locations at Central stores, HQ and Police Engineering Workshops currently based at Sowton (Exeter), Bodmin, Camborne, Plympton and Barnstaple to various police locations around the Force area and vice-versa. Such items are signed for by the driver at the time of collection and delivery, and need to be traceable at all stages of their journey (see Appendix M). Understood There is a locked cage (to which the contractor will have access) at Sowton Workshops where the Contractor will be required to collect items from daily before transporting them across the Force area. The aim should be to complete deliveries by 17:00 hours each day to ensure a signature can be obtained for receipt of the delivered goods, however, it may be possible to deliver after this time to police stations that are manned on a 24 hour basis. Compliant Non Compliant Further Information: The Larger Items Delivery must be operated Tuesday to Friday, 52 weeks per year, excluding all Bank Holidays. All locations as shown at Appendix H (current stores routes) should be visited for the collection and delivery of any items to or from Central Stores and/or Police Engineering Workshops. Compliant Non Compliant


v) vi) vii) viii)

Further Information: Dorset Dorset do not currently have a separate delivery service for larger items and items are transported across the Force area by the Facilities Officers as part of their duties. Dorset Police would like to have a courier service for larger items to service the whole Force a minimum of twice per week. This should be part of the daily courier service Understood The following are typical items to be carried by the Larger Items Delivery Service (the list is not exhaustive)

Office stationery & consumables, including paper

Vehicle spares

Any other items that do not exceed 25kg in weight or 0.5 cu m in size.

Body armour and uniform

Items of an unusual shape or bulk that cannot be delivered via the internal mail

Understood Bidders should note that not all stations may be required to be visited on each run, as some stations may not have a requirement for any items to be delivered on any particular day. The requirement may change on a daily basis. Compliant Non Compliant Further Information: There will be no requirement for the Contractor to carry bullion, money, jewellery or any other hazardous goods (with the exception of the firearms requirement referred to below). Understood

SOR3e) i)

Regional Forensics Route A daily service (weekdays only) is required to travel between Middlemoor (Devon and Cornwall), Ferndown (Dorset), Devizies (Wiltshire), Portishead (Avon and Somerset) and Bridgwater for the transportation of forensic samples between each of the Forces. These collections and deliveries must be completed in a manner that preserves the integrity of the chilled samples/exhibits. Such materials are signed for by the driver at the time of collection and delivery, and need to be traceable at all stages of their journey (see Appendices K and L). It should be noted that the current service does


ii) iii)

not visit Bridgwater but this is a requirement for the new contract. Compliant Non Compliant Further Information: The current service stops at Ferndown in Dorset at present, however it must be noted that at the time of writing this document, Ferndown was for sale so the routing of the forensic route is likely to change in the future, if this site is sold. Understood The vans used to utilise this provision must have adequate refrigeration and freezer facilities onboard in order to maintain the forensic integrity of the samples. This is currently in the form plug in fridges and freezers. Fridges and freezers must be serviced on an annual basis. Freezers and fridges used on this route must have a minimum capacity of 100 litres. Compliant Non Compliant Further Information:

SOR4 a)

Carriage of Firearms The successful bidder will be required to apply to the Home Office for the relevant licence to be able to carry Section 5 firearms (usually captor or CS sprays) on behalf of Devon and Cornwall Police (this is not currently a requirement for Dorset Police).They will also be required to obtain the relevant licence to transport firearms as part of the regional forensics route between Devon and Cornwall, Avon and Somerset, Dorset and Wiltshire Police Forces. Understood

b) Appropriate documentation will be provided to be carried with any firearms.

The Contractor must also ensure that adequate records of such items that are carried are maintained and available for inspection by the Customer at any time. Understood

c) It must be noted that on the internal postal routes guns and ammunition will not be carried and the Home Office licence requirement is largely to cover the carriage of tasers and Captor or CS sprays. Weapons (guns and ammunition) are generally only carried on the regional forensics route. This is due to the fact that they need to be received and signed for upon receipt. Understood


d) It must be noted that the carriage of firearms is not always by prior arrangement (unless there are high volumes). All drivers and contractors staff must be aware of these requirements. Understood

SOR5 a) i) ii) b) i) ii) c) i)

Locations and Timescales Devon and Cornwall Appendix H provides the locations and timescales of the current service. Any changes to these days and times are to be agreed with the relevant department/unit and will be authorised by the Customers Authorised Representative. The addresses for these locations to be serviced can be found in Appendix D. Understood The delivery of court files and associated evidence to Criminal Justice Units and the delivery of files and other materials to Crown and Magistrates Courts and the CPS is required prior to 09:15 hours each working day. The exception to this is South Devon Magistrates Court Torquay, where a collection/delivery currently takes place at 0100 on Sunday to Thursday night. Understood Dorset Appendix E provides the locations and addresses of the current service, this service operates overnight from Sunday to Friday. Any changes to these days and times are to be agreed with the relevant department/unit and will be authorised by the Customers Authorised Representative. Understood The delivery of court files to Bournemouth Police station is required by 8:30am each weekday (Monday – Friday). Understood General Requirements that apply to both Devon and Cornwall and Dorset Appendices H and I represent the locations and timescales that are being covered within the contract at this stage. However if additional locations are required in the future, and which are deemed „on route‟, then Devon and Cornwall Police and Dorset Police would expect the service to include these locations at no additional cost to the contract. Understood

SOR6 Delays to service In circumstances where the courier/store route is delayed, the Contractor will


immediately notify the Customer‟s nominated representative to advise of the anticipated arrival time and give reasons for such a delay. Mandatory Compliant Non Compliant Further Information:

SOR7 a) b) i) ii) c)

Routing Devon and Cornwall The routes that the current courier operates in Devon and Cornwall have been attached for information (see Appendix H). It is expected that the contractor will use these routes as they are „tried and tested‟ and work well for the customer. They also take into deadlines for court and other areas. The bidder however may propose alternative routes which visit the same stations at the same frequencies if they so wish but these routes must be approved by the Customer prior to contract award. Any alternative schedules provided must have times of arrival and departure attached to them so that the customer can be aware of when the courier service will visit each location. The exception of the above is the amendment of the Regional Forensics Route to include Bridgwater. Understood Dorset Dorset currently have a single internal post route that runs overnight, six nights per week, this is attached for information (see Appendix I) and a twice weekly provision between Bournemouth and Eastleigh and Portsmouth which is currently operated by an external contractor. The contractor is required to produce a route to meet the requirements of Dorset Police. Although the route currently operates overnight, this does not have to be the case going forwards and a daytime route could be proposed. The provision between Bournemouth and Eastleigh and Portsmouth is to be an optional extra to this contract so is required to be priced separately in the pricing schedule. Dorset Police also require a larger items service to operate at least twice per week across the Force area, this will be as part of the regular courier provision and not as a separate route. Understood When planning routes the Contractor must be mindful that the transport network in Devon, Cornwall and Dorset is very different in the Summer and Winter months due to the increased amount of visitors to the areas. Therefore routes must take this into consideration and be suitable for both the Summer and Winter months. Understood


d) e) f) g)

The routes must be approved by the Customer prior to contract award. The routes must have times of arrival and departure attached to them so that the customer can be aware of when the courier service will visit each location. Understood The supplier must be flexible and willing and able to change the routes at the request of the customer. This will usually be as a result of a station closure or a new station opening. It should also be noted that the routes may need to be amended to take into account of the Strategic Alliance between the two Forces and the sharing of more services. Compliant Non Compliant Further Information: There may also be a requirement in the future to amalgamate the stores routes with the courier routes in Devon and Cornwall as more direct ordering takes place. Understood It must be noted that the routes that have been provided were correct at the time of writing this document, however it is possible that due to business need these could be amended prior to the contract start date. If this is the case, any changes will be communicated in detail to the winning bidder prior to the commencement of the service. Should the routes have been reduced, the winning bidder will be required to adjust the price of the contract accordingly. Understood

SOR8 a) b) c)

Contract Performance Devon and Cornwall

The Contractor shall be required to deliver 100% of court files within 24 hours due to PACE legislation.

The Contractor shall be required to deliver 100% of material comprising frozen/chilled DNA and forensic samples exhibits on a same-day basis, ensuring the samples/exhibits are delivered in a chilled state, SSU is available 24/7.

Dorset

The Contractor shall be required to deliver court files to Bournemouth by 0830 am the day after collection

Applicable to both Devon and Cornwall and Dorset

The Contractor shall be required to deliver 95% of all other items


(including larger items) within 24 working hours and 100% within 48 working hours.

Understood

SOR9 a) i) ii) b) c)

Estimated Volumes Devon and Cornwall volumes

Data has also been collated by the current provider and estimated weekly volumes of items transported are as follows: Parcels 794 Sacks 45 Pouches 965 SOCO samples 258 DNA samples 34 Court files 181 Sacks can contain between 50 – 120 letters / paper based documents and pouches between 1 and 49 documents. By using the mean figures it has been calculated that approximately 29,217 items are transported by the courier service weekly or 1,519,284 items annually. Devon and Cornwall will provide the required sacks and pouches. Understood Dorset volumes Dorset Police have 15 mail bags at each hub (Weymouth, Winfrith, Poole and Bournemouth) and then each of the smaller stations has one large bag (which could contain a number of smaller bags), with the exception of Weymouth East which has two to three bags. Understood Applicable to both Devon and Cornwall and Dorset The successful contractor shall be required to ensure that individual sacks/pouches/boxes collected are delivered to the correct destination and this requires a degree of sorting in the vehicles. Exact quantities cannot be guaranteed and estimated volumes have been provided to assist with offers. Understood

SOR10 Ad-hoc Items On occasions „special delivery‟ requests may be made for specific routes/deliveries that may be outside the normal scope of the contract. Where


reasonable this shall be allowed for under the contract, however if it would require the provision of additional vehicles or travel outside the Force Area, resulting in additional charges being incurred by the service provider, then the service provider shall provide a quotation for the works in advance. Hourly rates and pence per mile rates are required to be completed in the pricing schedule for this purpose so that the Customer can calculate a realistic estimate of what any additional charges will be. Understood

SOR11 a) b)

Mail Sorting

Devon and Cornwall Mail bags that are collected from the post rooms at HQ and Plymouth will be labelled with the destination on the outside of the bag. Mail bags collected from other stations will be required to be delivered to the nearest post room for sorting as per the routes. This may require a degree of sorting of bags in the vehicles. Occasionally individual items may require to be sorted. The frozen and chilled samples must be separated in transit prior to delivery to the Scientific Support Unit. Understood Dorset Mail bags (or on occasion, large envelopes) that are collected, will be labelled with the destination on the outside of the bag, the post room will sort the individual contents within the bags and the courier drivers will not be required to do any sorting of the mail. The frozen and chilled samples must be separated in transit prior to delivery to Ferndown. Understood

SOR12 Environmental Considerations Devon and Cornwall Police and Dorset Police endeavour to minimise the impact their operations and activities have on the environment. The Force seeks to protect the environment and strives to set an example to other organisations and the local community. The Force encourages suppliers to be certified with ISO 14001 or other EMS (Environment Management Systems) which carry out services and supply goods in an environmentally friendly manner. Compliant Non Compliant Further Information:

SOR13 a)

Courier Vehicles

Devon and Cornwall For information, the current service is facilitated by two short wheel base


b) c) d)

Transit vans which carry stores items in the main, and four Ford Connect vans which mainly carry internal mail. The Transit vans start the day fully loaded, and are generally empty or carrying only a few „returns‟ by the end of the day. There is also a supervisors vehicle which is Ford Fiesta car. Understood Dorset Dorset Police currently use two hybrid transit vans for their internal courier provision, one of which is used all of the time and the other as a backup vehicle. Understood Regional Route One of the two transit vans listed above for Devon and Cornwall is used for the regional forensics route. This van is fitted with fridges and freezers to maintain the forensic integrity of samples. Understood Applicable to both Devon and Cornwall and Dorset Whilst these are the vehicles that are currently used, these types of vehicles do not have to be used going forward, the vehicles however must be large enough to support the requirements of the contract but must also be suitable to access all of the buildings across the Forces areas. Vehicles must be dedicated to this contract and not used for other purposes outside of this contract. Understood

SOR13e Vehicles must be unloaded at Force premises at end of day and cannot be left with goods on board. One vehicle may be left overnight at Police Headquarters at Middlemoor in Exeter, all of the other vehicles must be kept at the Contractors premises. Understood

SOR13f It is preferred that the vehicles provided have internal cages to allow the drivers to sort the mail bags. Understood

SOR13g The vehicles provided must have a suitable alarm system and must have adequate security and locking devices. The vehicles provided must also be fitted with suitable tracking devices. Understood

SOR13h The vehicles provided must be kept clean and tidy and presentable at all times. The Contractors own facilities must be used to clean and wash the


vehicles. Understood

SOR13i The vehicles provided must have no markings on them which identify them as being used for Police purposes. Vehicles can have suitable company branding on them. Understood

SOR14 Vehicle Breakdown Procedures The Contractor must have adequate procedures in place in the event of vehicle breakdown to ensure that the service is resumed with minimal delay. All drivers should be fully conversant with these procedures and the actions that they would be required to take. Compliant Non Compliant Further Information:

SOR15 a)

Drivers Drivers must be proactive and work in conjunction with Police Officers and Police Staff to help ensure that the correct process is followed to ensure smooth deliveries. Drivers must be prepared to challenge both Police Officers and Police staff if items are incorrectly labelled and leave notes or other communications to explain any issues (for example why a particular item has not been collected). Understood

SOR15b All drivers assigned to the contract must be capable of manual handling and have undertaken the relevant training in relation to this area. Understood

SOR15c All drivers must have a good knowledge of the local road networks and the area where they will be required to provide the service. Understood

SOR15d All drivers must have received appropriate training in how to deal with emergency situations and what action they would be required to take in such an event. Compliant Non Compliant Further Information:

SOR15e It is expected that the Customer will operate the service with a supervisor who will line manage the drivers on a day to day basis. The supervisor will


also be expected to attend the monthly contract review meetings with the customer and will be available to resolve any customer queries. Compliant Non Compliant Further Information:

SOR16 a)

Vetting Drivers must be vetted for the Forces for which they are delivering the service. Under no circumstances will the Contractor use drivers who have not passed this process. Understood

b)

The Contractor is required to ensure that enough drivers are vetted at all times to provide resilience in the event of holidays, sickness and other absences. There must also be a sufficient number of trained drivers at all times who are trained in the routes, locations and means of entry etc. Compliant Non Compliant Further Information:

c) The Contract is expected to be proactive with regards to vetting and ensure that renewals are submitted in adequate time to ensure that there are no breaks in service. Compliant Non Compliant Further Information:

SOR17 Access cards When drivers have successfully passed the vetting procedure they will be issued with the relevant access cards for the Force for which they will be providing the service. These cards will be personal issue and must not be transferred between personnel. Understood

SOR18 Driver tracking It is preferred that the Contractor has a system in place where by the drivers „sign in‟ at each location so that they can be tracked. This could be in the form of a proximity reader or barcode scanner at each location. It would be beneficial if data from this fed into an online portal to which the Customer could access in order to help to identify any delays in the service. Compliant Non Compliant Further Information:

SOR19 Communication Devices


Drivers should have access to communication devices (mobile phone, radio or tablet) so that they can make contact with both their own organisation or the customer should any problems or delays be encountered. Compliant Non Compliant Further Information:

SOR20 a) b)

Documentation The Contractor will produce and maintain assignment instructions, which will contain specific details of every route. This will be a step by step guide for each route for use by the drivers. This will details of how to access each building together with where the post is to be collected from. The Contractor will ensure that the assignment instructions are constantly updated to reflect any changes that occur (eg buildings shutting down or new ones opening). The Contractor will also maintain a list of access codes and door codes etc but this must be kept securely and separately from the assignment instructions for security reasons. Compliant Non Compliant Further Information: The Contractor will also be required to produce bank holiday schedules. This will detail the services that will be running over the bank holiday periods. These schedules are to be presented to the Customer in adequate time but no longer than one month in advance. Compliant Non Compliant Further Information:

SOR21 Risk and Method Statements The Contractor will be required to produce risk and method statements as appropriate. These must be forwarded to the Customer for approval prior to the commencement of the contract. The risk and method statements must be updated as required so that they always remain current and up to date. Compliant Non Compliant Further Information:

SOR22 Contingency Plans The Contractor must have robust accident, breakdown, driver incapacity, contingency plans so that the service can continue at all times. Compliant Non Compliant Further Information:

SOR23 Auditable Systems and Working Practices


Bidders must have either a national accreditation or in-house auditable and documented working practices. Understood

SOR24 a) b) c)

Key Performance Indicators/Contract Management The Contractor shall attend monthly review meetings with representatives of the Customer(s). It is expected that the supervisor and regional manager attends each meeting. These will be held at the nominated Customer premises. The Customer shall not incur any costs in regard of claims for travelling or subsistence. Review meetings will be held more frequently should the Customer consider the need determines. The first meeting will take place one month from the commencement of the Contract. The Contractors‟ performance will be evaluated using Key Performance Indicators. This document will be used to discuss with the Contractor and to agree actions required to be undertaken by the Contractor to improve their performance if necessary. The contractor will bring the following information to each monthly meeting

DNA report

Vehicle mileage sheets and downtime information Understood The DNA report details the amount of DNA samples that are left behind (and not taken by the courier) due to them being incorrectly labelled or packaged. This information is then fed back to the Customers Authorised Representative so the staff at any problem locations can be advised and asked to address this going forward. Understood The vehicle mileage sheets and downtime information will detail each of the dedicated vehicles and each vehicles mileage at the start and end of the reporting period. The report will also detail any servicing (including tyres etc) that has taken place on each vehicle as well as any time that the vehicle has been off the road and out of service together with dates of when the next service is due.

Compliant Non Compliant Further Information:

d) It is a requirement that the Contractor will provide a Quarterly Management Report to assist with the management and control of costs for the Contract. This report should include but not limited to, those areas listed below. This report shall be in Microsoft Excel and provided to the procurement representatives prior to the meeting.

Delivery/Collection problem cases in period

On-time Performance Report, measures delivery into customer‟s


site

Cost Savings opportunities that may be available through route optimisations, potential delivery time changes or other efficiencies

Failures by the Force to adequately package items for successful delivery (includes poor envelopes/addressing etc)

General occurrences surrounding the physical security of packages by the Contractor‟s staff

Suspected or actual attempts to breach the security of delivery by the Contractor staff

Continuous Service Improvement Plan, reviews and update

Other items of interest After discussion with the Contractor, the Customer may require to vary the level and detail of management information required. This will be at no additional cost to the Customer during the term of the contract. Compliant Non Compliant Further Information:

SOR25 a) b)

The Service Provider The successful service provider, as well as demonstrating commercial stability, technical capacity and the ability to deliver quality service (s) competitively will also confirm and demonstrate a willingness and ability to be:

commercially pro-active on the Force‟s behalf

flexible and co-operative in implementing the business change needs of the Force with minimum disruption

and above all:

improving efficiency

willing to work collaboratively with key personnel and Force working groups in order to deliver continuous improvement through the life of the contract by the identification and elimination of waste in all business areas of the contract, i.e. non value adding processes/tasks/working practice.

Understood The successful service provider will also demonstrate an understanding of Value for Money as it affects government/public sector organisations and accept that certain service areas may be added to or removed from the contract in order to add value for money. Understood An account manager shall be appointed to this contract who has sufficient


c) d) e) f)

knowledge of the service and be the single point of contact with the Customer to handle all calls and support efficiently and promptly. The Contractor must supply details of contact name and telephone numbers for emergencies. Understood The Contractor must provide sufficient cover to provide a reliable and efficient service due to sickness, holidays, seasonal flu academic or any other causes. The Bidder must give details of a Disaster Recovery/Business Continuity Plan/s, covering all actions to be taken by the Bidder to ensure continued service in the event of a disaster that would affect the contract. This is of paramount importance to this contract, as the continued access to both the services required of and any data held by the Bidder are critical to the Authority‟s operational efficiency. Understood Flexibility may be required from the Contractor to accommodate abnormal or fluctuations in demand. Understood

SOR26 a) b) c) d)

TUPE Information

Both the staff from the current outsourced provision and internal Dorset provision will be entitled to TUPE to the Contractor as part of this contract. Understood If bidders require the TUPE information relating to the staff currently providing the contract they must contact the Procurement Representative via the Bluelight e-tendering portal and this will then be provided. Understood If bidders require further clarity or further information to that which is provided by the procurement representative, they are required to contact the relevant representatives as per the contact details below: Devon and Cornwall Ian Cole, G4S via email [email protected]. Dorset Stewart Smith, Dorset Police via email [email protected] Understood Dorset Police and the SWPPD will not become involved in any discussions regarding TUPE issues, these discussions must take place directly between the incumbent and incoming contractors. Only the nominated representative


above for Dorset Police is to be contacted regarding TUPE issues at Dorset Police. Compliant Non Compliant Further Information:

SOR27 a) b) c) d)

Ordering and Invoicing Devon and Cornwall Orders may be generated from Devon and Cornwall Police, CPS, and from participating partnership organisations. All related invoices must be directed to the appropriate Order Point. Devon and Cornwall will raise an annual order for their requirements and all invoices will be issued against this order number. Understood Payment for the routes exclusively within Devon and Cornwall, (the six courier routes and four stores routes), will be made by Devon and Cornwall and invoices should be sent to the address below: Invoices must be sent to Central Invoicing: Central Invoicing Devon and Cornwall Police Middlemoor Exeter EX2 7HQ Email: [email protected] Understood CPS orders will be generated by CPS and invoices must be sent to: CPS Devon and Cornwall Longbrook House 66 Longbrook Street Exeter EX4 6AP Understood Dorset Payment for the courier routes within Dorset will be made by Dorset Police: Invoices must be sent to: The Police and Crime Commissioner for Dorset Dorset Police Headquarters Winfrith


e) f) g) h)

Dorset DT2 8DZ Understood Should the CPS element be included in the contract for Dorset Police, they will be invoiced directly. The address for invoicing will be confirmed to the winning bidder. Understood The Regional Forensics Route is funded by the Regional Forensics Collaboration, invoices for this provision should be sent to Devon and Cornwall at the address above and this will then be subsequently recharged to the participating Forces. Understood All invoices must quote the order number taken from the original order. Understood Each organisation is responsible for payment of their invoices, which should be cross-referenced to the order placed. Invoices must be sent to the address quoted on the official purchase order. Devon and Cornwall Police will not accept invoices for purchases of Services by other organisations who may use this contract. Understood

SOR28 a) b) c)

Pricing Bidders are required to submit pricing in the pricing schedule located in Section 6 of this tender document. The cost will be fixed for the initial five year term of the contract. The only exception to this will be if legislative changes apply (eg an increase in minimum wage) that directly affect the service. Understood So long as the cost to the service provider of providing varied or additional services does not change, then the participating forces would not expect the contract price to change. Where a business change requirement of the Force would involve varied costs to the service provider, e.g. reduced or increased number of staff, service provision over an increased number of hours etc. the SWPPD recognises that in those types of instances only, contract price would be revised by mutual agreement. Understood The Customer acknowledges that throughout the contract duration, fuel


d) e)

process are subject to fluctuation and change. Therefore should fuel prices increase or decrease by more than 10%, the contract price will be amended accordingly to reflect this, the fuel price will be monitored on the www.fuelprices.com website. Should a fluctuation of 10% occur discussions will take place between the Contractor‟s Contract Manager and the Procurement Representative to agree the relevant increase or decrease to the contract price. Understood Should additional Forces or partner agencies join this contract at a later date, it is expected that the cost for this additional part of the service will be in line with the existing contract that will be in place. Staff pay rates should be the same where possible, although it is acknowledged that the TUPE transfer of staff may inhibit this on occasion. Understood Whilst the scope of the contract and routes provided are correct at the time of writing this document, it is possible that they may change prior to contract award due to business need. Should this be the case, the winning bidder will be required to revise the price they have submitted accordingly in order to reflect the changes. It is expected that any price changes will be relative to the pricing that has been submitted and will be agreed with the Customer prior to the commencement of the contract. All bidders are required to price for the service based on the information within this document and as per the pricing schedule. Understood

SOR29 The specification of the tender will be „performance‟ based rather than „conformance‟. The successful service provider will be required not only to provide the specific services listed within the specification but also to vary service provision according to the Force‟s needs either by variations to the original tasks/ processes or by taking on new tasks/ processes, whatever they may be, provided. They are „reasonable‟ and fall within the overall scope of what the service provider would reasonably be expected to be capable of delivering. Understood

http://www.fuelprices.com/


TECHNICAL QUESTIONS

Ref No. Question and Response

STAFF

TQ1 Weighting =Medium The maximum score achievable for this question is 10 The maximum weighted score achievable for this question is 30

Diversity How does the Bidder, Lead Organisation and any Relevant Organisation (as applicable) apply the values of diversity and equality to ensure inclusion of all members of the organisation, that individuals are respected and valued for all differences and how does the organisation ensure that all individuals are able to contribute towards the success of the organisation. Please provide examples. Bidders are to respond to this technical question in the response box below We have an Equality and Diversity Policy (Appendix 12) which sets out our commitment to comply with legislation including regulations in relation to race, ethnicity, gender, age, disability, sexual orientation, marital status, religion, union membership or associated reason. G4S sees diversity in its workforce as a strength and invests in ensuring that both diversity and inclusivity is promoted. This investment can be seen in our corporate strategy being based on linking diversity within talent management drawing on our experience as a world wide employer, celebrating our diverse workforce and promoting a culture of inclusivity that enables policy to translate into practice. We are committed to promoting inclusiveness, which makes discrimination, harassment and bullying and victimisation unlawful. Failure to abide by the terms of our policy will result in disciplinary action. Furthermore, our company employs a senior manager whose responsibility includes developing our commitment to diversity. Upon joining G4S, all managers and staff receive equality and diversity training in line with our company values and ethical standards. Each employee is required to commit to ensuring their behaviour and the behaviour of colleagues does not infringe our policy or practice. Details regarding our approach to equality and diversity are included within starter and TUPE packs given to all new employees. We are committed to treating employees fairly and equally and


ensuring that all decisions on recruitment, selection, training, promotion, career opportunities, terms and conditions of employment are based solely on objective and job related criteria. All staff involved in the recruitment and selection process receive appropriate training in diversity, selection interviews and test administration as appropriate. We have worked with GMB Trade Union to design a manual for all employees. Included within the manual identifies our commitment to diversity and the persons responsible. We have comprehensive staff performance management processes at all levels which include appraisal of competencies on inclusiveness. Other staff related training, for example on selection, discipline and grievance procedures, also includes emphasis on the importance of diversity and included in monthly training sessions such as „toolbox talks‟. Our operating philosophy is one of delivering services predicated on fairness, equality of opportunity and justice. We are committed to equality and Inclusion and work across the diversity strands to monitor our performance and delivery. We share best practice G4S through our monthly Diversity and Inclusion up date and welfare visits. This covers items such as, legal updates, E&D News, details of Diversity events, best practice case studies and also the opportunity to provide us with feedback. Up to date information regarding equality and diversity is communicated through internal communication announcement emails and through monthly newsletter „The Link‟. Policies including our Equality and Diversity Policy can be accessed by staff by visiting G4S intranet „Link Up‟. The following examples detail how we apply and have applied the values of diversity and equality across our organisation; Example 1: We generate data on the ethnicity of all job applicants regardless of whether they are successful or not and audit the data to ensure there is no discrimination. Example 2: Recently a member of our Admin Team made the decision to undertake gender reassignment, reassigning from male to female, and was working in a largely male environment. Our HR department worked closely with the local operational team to support the employee during this period of change, and made suitable adaptations to the working environment to make it more conducive.

TQ2 Weighting = Medium The maximum score achievable for this question is 10 The maximum weighted score achievable for this question is 30


Recruitment and Development of staff

The Forces are committed to equal opportunies and fair and

transparent recruitment. Please detail the Bidder, Lead

Organisation's and any Relevant Organisation's (as applicable)

recruitment process and its ongoing development and promotion

policies. How does the organisation encourage/support CPD

within the organisation for its professional staff? The timescales of recruitment have been adapted to allow sufficient time for police vetting to be undertaken. As a large company with multiple businesses there is frequent opportunity for continuous professional development and is encouraged through the following measures. 1. Personal welfare visits by management. This enables management to understand the ambitions of employees and to carryout skills assessments. This data is recorded on our OMS system. 2. Every employee has a personal performance plan so we understand their goals and build personal performance plans to achieve them. 3. Planned development programmes. This includes both internal and external training through NVQ routes to assist employees prepare for their next step. 4. It is our company policy to ensure all vacancies are advertised on the company website. When a vacancy arises, with the formal succession plan already in place, a fully competent successor for the vacancy is identified and assessed as being ready to take up the role. At this stage an appointment would normally be made without any further advertising of the vacancy. G4S has a clear policy for on-going development and promotion, as well as recruitment and selection, which cover the following issues: The means by which job vacancies are publicised Job analysis and definition of job requirements/competencies The use of application forms The training of recruiters Selection procedures Screening and vetting Post-selection activity Please find our Recruitment and Selection Policy within Appendix 9.

TQ3 Weighting = High The maximum score achievable for this question is 10


The maximum weighted score achievable for this question is 50 Resilience The SWPPD needs to be comfortable that there is adequate resources available to deliver any solution offered by the Bidder. What resilience does the Bidder, Lead Organisation and any Relevant Organisations (as applicable) have to cover sickness, leave, staff losses and unforeseen events that could impact on the organisation's ability to service its contracts? Please detail your contingency plans in such circumstances. Your response should refer to both people and vehicles. Our resilience plan is designed to cover planned and unplanned absence, temporary increases in routes, and unforeseen crises. There are eight Devon & Cornwall routes each of which has a full-time courier driver and we have trained four further personnel to ensure continuity of service. In addition Bob Mattock will move from administration to front-line duty if required. The addition of the Dorset service will require a further two relief staff to undergo training and this will be undertaken immediately after contract award. In the event of a crisis we will divert relief security staff from our core business to provide ancillary support to the frontline courier team. Coordination during a crisis will be organised by our National Control Centre working in conjunction with Bob Mattock. The centre is a 24-hour operation and a robust business continuity plan ensures that alternative power and premises are on standby both within the vicinity and a secondary location more than 100 miles away. The driver of courier route four, Des Wade, is fully trained on all administrative duties and covers the manager role when Bob is on holiday. During this time one of the four relief personnel back-fills Des‟s duties. All G4S contract managers employ a buddy system to ensure that senior managers are available to support their team and the customer at all times. In Ian Cole's absence his colleague Shaun Price who looks after the Dorset and Hampshire region will ensure continuity. A resilient vehicle plan is also included in the contract. On a day to day basis we maintain a Ford Fiesta for emergency support without incurring the substantial cost of a large van. Within our operational standards each driver knows which items on board are priority and these would be transferred to the Ford Fiesta in an emergency situation. When there is a need for a more substantial solution to a vehicle problem we have in place a master contract with Budget throughout the UK who in turn have arrangements with a number of local dealers in the South West. This enables the courier manager to access a suitable vehicle at any time without


undergoing a lengthy authorisation process. This system will also be used if SWPPD require additional vehicles to the contract.

TQ4 Weighting = High The maximum score achievable for this question is 10 The maximum weighted score achievable for this question is 50 Flexibility / Responsiveness There will be occasions throughout the duration of the contract when collections / deliveries will be required at short notice, please detail how you will respond to such requests, detailing any lead times etc Throughout our relationship with Devon & Cornwall police we have consistently demonstrated our flexibility to respond quickly and to adjust the solution to best meet the customer. This is achieved by ensuring that the management and administration of the contract remains locally within the south-west and by maintaining a flat control structure meaning that decisions are made quickly. Our priority will always be to providing solutions that meet your courier needs however we are also very conscious of the restricted budgets within which you work. We therefore always attempt to balance the ideal response the most economic level. In order to achieve this we need one week‟s notice of a change to the service. This allows us to plan the route and use the best placed driver. We will of course respond to requests at shorter turnaround times however the shorter the time the more likely we will have to use the nearest available vehicle or an off-duty driver. An advantage to SWPPD of locally-based expertise is that Bob and his team are ideally placed to come up with the most economical solution based on 16 years of accrued knowledge. Our open book policy means that we will always justify why we recommend a particular option when tasked with a short notice request.

TQ5 Weighting = High The maximum score achievable for this question is 10 The maximum weighted score achievable for this question is 50 Management / Supervisory Structure & Key Personnel Please detail the management / supervisory structure that will be put in place to manage any contract award as well as the key personnel who will be involved in the day to day delivery of the service requirement. Please also include the CV‟s of personnel who will be key to the delivery of any Contract. Please see attached Appendix 13 which details the proposed organisational structure for the service delivery of the contract.


As shown in the organisational structure, the proposed Regional Manager we are proposing is Bryan Hall and the Contracts Manager, Ian Cole. The Courier Manager will be Bob Mattock. The Curriculum Vitae for Bryan Hall is located in Appendix 14, Ian Cole Appendix 15 and Bob Mattock Appendix 16. Weekly, monthly, quarterly and annual review meetings shall be held between G4S Secure Solutions UK and SWPDD. This will include representatives from both G4S and SWPDD and will include review service delivery. Our Contact Plan within Appendix 17 details the representatives which will attend each meeting and the agenda, content and discussion points which the review meetings shall include.

TQ6 Weighting = High The maximum score achievable for this question is 10 The maximum weighted score achievable for this question is 50 Health, Safety and Environmental Legislation / Lone Working Detail the processes and procedures you have in place to comply with the current Health, Safety and Environmental Legislation making reference to Lone Working. Please also detail how you will keep up to date with said legislation. It is our policy to recognise the Health and Safety at Work etc. Act, 1974 and subsequent Acts, Regulations, Approved Codes of Practice (ACOP‟s) and where applicable relevant industry standards such as BS 7499, to give the greatest importance to the Health, Safety and Welfare of its employees, clients and members of the public, accepting this as a management responsibility equal in priority to normal Company business. To meet legislative requirements, we operate a Quality Management System (QMS) to International Standard BS EN ISO 9001:2008 and operate in accordance with all relevant national standards plus other Codes of Practice and Directives where relevant to the nature of the business. This includes ensuring any lone working service is accredited to British Standards for lone working systems, BS: 8484. To enable G4S to meet our own and SWPDD's requirements we will actively seek feedback from, and listen to, all our stakeholders; through both formal and informal channels, monitor relevant legislation, and amend or update our services or processes, accordingly. We also remain up-to-date with legislation through our National Health, Safety and Environmental Advisor, Bob Mayley, whose specific remit is to proactively advise the company and our customers of changes. Bob is an Associate member of the International Institute of Risk Management, and as such receives and advises on trends and legislation and ensures the filtering


down of updates to all members of staff via a number of mechanisms including the company intranet site „Linkup‟. Bob is specifically tasked with ensuring we are certified and comply with lone worker legislation. His focus is on safe working practices, communication links between our National Control Centre and lone workers, and evaluating technology that may benefit lone workers. Andy Cobb, G4S Head of Risk, Compliance and Assurance is responsible for liaising with wider G4S Group colleagues and cascading best practice to managers and supervisors throughout the organisation. Andy also keeps abreast of health, safety and environmental legislative changes and interpreting what effect they will have on our business. Employees are kept up to date with changes in legislation through the following means: Business Press and Journals In-house and external training supplemented with Toolbox Talks Attendance at professional management seminars Regular update from The National Archives Office & The Information and Records Management Society HMG Information Assurance Standard 5 Subscription to IHS, who provide updates on all new or revised publications, legislation and best practice within the field of H&S Utilisation of the HSE website Subscriptions to their HSE services In addition our professional H&S Managers are all Chartered Members of IOSH providing them with a professional source of news, events and updates Memberships to BIFM, IHEEM also provide updates in the specialist sectors.

TQ7 Weighting = High The maximum score achievable for this question is 10 The maximum weighted score achievable for this question is 50 Staffing Levels Please detail the number of staff that you plan to use to service this contract, please include details of staff that will used to provide resilience in the event of absence of the regular staff. For the Devon and Cornwall service we intend to retain the current team of eight dedicated full-time drivers working for team manager Bob Mattock. The Dorset service will incorporate one further full-time employee who we anticipate transferring within TUPE. If that person elects not to transfer we will initiate a recruitment process based on the proven model within Devon and Cornwall and ensure that the applicant meets not only our screening protocols but also successfully undergoes police vetting. The proposed time between award of contract and


contract start date is sufficient to allow rigorous recruitment, vetting and training. The current Devon and Cornwall driver team are hugely experienced and willing to adapt their regular tasks to take on wider responsibilities including route changes. Many are trained across multiple routes thereby giving Bob flexibility in covering absence and ad hoc work requests. An example of this is the smooth integration of the regional forensic service introduced last year in which the specialist task was added to the schedule without compromising any existing duties. The service to SWPPD contains further resilience due to the four relief drivers retained to support the Devon and Cornwall element. Each is a directly employed staff member. This will be enhanced by training a further two drivers to support the Dorset service. This combined team of six will be further cross trained across multiple courier routes in order to give maximum flexibility. An assessment of driver reliability, efficiency and quality will continue to be one of the KPI measures assessed jointly with SWPPD each month. All drivers will continue to be police accredited, SIA licensed and route trained. Their driving licence credentials will be audited at regular intervals and a record of each route that they are qualified to undertake will be held within our operational management database.

TRAINING

TQ8 Weighting = High The maximum score achievable for this question is 10 The maximum weighted score achievable for this question is 50 Initial / Ongoing Training Please detail the way in which staff (those who will be directly involved in the delivery of this requirement) will receive initial training and ongoing training. Please also detail how specific training needs are identified and if there is a procedure in place for staff to request specific training. Please also detail how absence for training will be back-filled if appropriate. Courier driver training contains four elements: • Induction within the security industry • Driver specific training • On-going refresher training • Personal development Induction within the security industry - each successful applicant receives security based training before they undergo development within the SWPPD contract. This four-day programme incorporates security awareness, health and safety, fire awareness, legislation, protective clothing and administration. It further incorporates modules on behaviour, communication and


responsibility. Each person must achieve satisfactory results before being permitted to begin site training. Driver specific training - is set as a four day course however this can be extended if the joiner shows aptitude but needs more time. During this period the new recruit shadows an experienced driver and is not permitted to start work until they have demonstrated highly satisfactory understanding of their tasks and responsibilities. Their training programme is overseen by the manager Bob Mattock and audited by contracts manager Ian Cole. Initially their training will focus on one nominated route however we will add others after they achieve full competence. Training will comprise a series of modules that include manual handling, safe driving, pre-shift vehicle checks, storage of goods, administration, protocols within police stations, emergency actions, communicating with G4S, welfare and interaction with stakeholders. On-going refresher training - is made up of two elements namely refresher training and learning new initiatives. Refresher training is managed by Bob Mattock who accompanies each Courier driver at random intervals during each year. He monitors their actions, assesses their competence and recommends techniques for enhancing their role. Each session is audited and a feedback session is conducted each time. New initiatives come from multiple sources and include legislative changes, internal administration developments and sharing best practice emerging from stakeholder meetings and from within the wider G4S driving community. Bob Mattock will manage this training element through one-to-one sessions or generic communications via e-mail. An example during the current contract is the introduction of Employee Self Service (ESS), a technology that allows each driver to carry out multiple administration tasks from their personal computer that enhances communication and provides an audit trail of their actions. Each driver, for example, can submit holiday requests, order new uniform, request overtime and read the staff magazine at times convenient to them in a place of their choice. Whilst this is an undoubted benefit we recognise that some employees have restricted access to personal computers whilst others may be uncomfortable with using technology. Therefore Bob Mattock's role was to interpret each person's need and build a training programme to suit. Personal development - our aim is to provide a high quality service to SWPPD through the provision of a trained and motivated, dedicated team. This is achieved through the measures outlined above however we recognise that some people wish to further their career ambitions and we therefore provide the tools to achieve that. These include supervisory training, management development and a programme of e-learning on specific tasks such as health and safety and risk assessment.


It is Bob Mattock's responsibility to understand the career aspirations of each of his team and to work with contracts manager Ian Cole to build personal programmes to help each employee work towards their goals. Where their ambition will take them beyond the remit of the SWPPD contract, Ian Cole will liaise with the HR team to discuss opportunities as these may involve the applicant moving outside their local area. Within ESS employees can not only read the staff magazine but also be sent pertinent information on development opportunities and skills enhancements. This is in addition to the normal regular interaction with their manager. In addition each person receives an annual performance assessment review providing a further opportunity to review their progress and assess their ambitions. From within these multiple communication streams each staff member can use ESS to request specific training or attend a particular course. Their request escalates to Ian Cole who will make the final decision on attendance. Most training is carried out „on the job‟ however there may on occasion be a need to a ten-day classroom session. We would cover that driver‟s absence from within our trained relief team so that service is not interrupted. The costs of course attendance and wages are covered from within the company resources and not charged to the customer.

TQ9 Weighting = High The maximum score achievable for this question is 10 The maximum weighted score achievable for this question is 50

Health and Safety Training

How does the Bidder, Lead Organisation and any Relevant

Organisation (as applicable) ensure that all individuals receive

Health and Safety training at the start of their appointment and

ongoing? Please provide details of the training given to

employees and the frequency of refresher courses.

If the Bidder, Lead Organisation and any Relevant Organisation

(as applicable) has below five employees and does not provide

training then they will not be scored. The possible score

achievable will also be reduced so that you will not be

disadvantaged when percentage calculations are made.

All employees undertake health and safety training as part of their induction as required by the SIA, to ensure that they are competent to undertake their duties on both customers‟ premises and whilst in vehicles. Any new managers on appointment will


undertake a specific manager‟s induction course which includes a two day intensive introductory basic health and safety module. Where a manager‟s specific operational role would be enhanced by additional training such as IOSH Managing Safely or NEBOSHH Nat Gen Cert, such training is provided. Prior to commencing duties at a specific assignment all employees must complete the specific training matrix which identifies all local training requirements. The specific risk assessments and training matrices form an integral part of the assignment instructions which are themselves a requirement of BS 7499:2004. As identified in our response to TQ6, Bob Mayley is responsible for monitoring developments in best practice and legislation and cascading throughout our company. E-learning modules on health and safety including fire, electrical safety and manual handling have also been developed and are undertaken by employees. In addition, an auditing facility is in place to drive compliance.


Staff Training Sessions

Please detail the topics that you deem to be important to be

included within staff training sessions (for both new and existing

employees). Topics for new staff that are pertinent to the SWPPD contract include: The company Company Overview and Guiding Principles G4S Products / Services and where this contract sits within the organisation Conditions of Employment, pay, absence, holidays, pension, benefits, discounts Trades Union recognition agreement Uniform Flexibility Probationary Period Continuous Training Booking on duty / telecontact Communication and Customer Care Licences Generic responsibilities and duties


Emergency Procedures Fire Safety Awareness Health and Safety Law Awareness Working in the Private Security Industry Reporting and Record Keeping Roles and Responsibilities Technology and Systems Avoiding and defusing conflict Learning from Conflict Understanding Good Practice Working Hours Company Contact Role-specific and refresher training Daily vehicle safety checks Safe driving Access to police and other authorised premises Goods handling protocols Use of proof of presence technology Applying health & safety disciplines Communication with stakeholders Manual handling Reporting problems and incidents Administration Permissible items Identifying and managing suspicious behaviour Personal development training for potential supervisors/managers Developing a culture of „health & safety first‟ Leadership through assertion not aggression Problem solving PC skills Developing and motivating Coaching and assessing Time management Risk assessment

OUTLINE PLAN & IMPLEMENTATION

TQ11 Weighting = High The maximum score achievable for this question is 10 The maximum weighted score achievable for this question is 50 Project Plan / TUPE Please outline the stages the Bidder, Lead Organisation and any Relevant Organisation (as applicable) considers would need to be included in a project plan (including details of an appropriate


exit strategy) for a contract such as described within this document based on its experience. Please also explain how you will handle the TUPE elements of the contract and detail what experience you have of mobilising similar contracts that have a TUPE element. As the incumbent supplier to Devon and Cornwall police we are ideally placed to maintain the current structure and provide a project plan to add on the Dorset element. However for the purposes of good practice we will use the mobilisation period to wholly re-evaluate our current service, check that we are getting competitive prices for vehicles and technology and review all routings for efficiency. On award of contract we will institute the following actions to efficiently merge the Dorset element into our current structure: • A weekly contact plan with Dorset police stakeholders • A monthly progress review led by G4S senior management • Liaison with police HR teams to align our welcome TUPE meetings with their exit structure • Carry out a minimum of two TUPE welcome meetings. The first of these is to reassure staff that are eligible transfer, explain the benefits of joining our company and gather the data relevant to the transfer. The second will be held approximately two weeks later and will verify data, respond to outstanding questions and update progress on screening • If the TUPE welcome meetings identify that there may be a shortfall in transferring staff we will commence a recruitment process by building a personal profile using information gathered from Dorset police combined with our own understanding of the role • Agree with Dorset police a timetable for allowing our relief team to be trained on the requirement prior to contract start • Order a transit van incorporating the agreed enhancements, mobile technology incorporating a tracking facility and proof of presence capability, and administrative tools • Write standard operating procedures • Establish KPIs that align with the current contract but reflect Dorset's individual needs • Add all contract details, minimum criteria and escalation processes within our operational management system • Link the new service elements to the 24-hour national control centre • Carry out trial runs to ensure its accuracy and viability • Establish a timetable of training for transferring and new employees to align them with company standards, assessing their skills levels and building personal development plans. Two years before the contract reaches its review date we will implement an exit strategy in the event of failing to re-secure the


relationship. During this period we will: • Structure vehicle leases so that they cease in line with the contract end date • Evaluate opportunities to re-assign vehicles and technology within the wider company • Amend the operational management system to ensure that invoicing, meeting schedules and staff personal development programmes reflect the contract end date • Instruct G4S management of the tender process to ensure that we are best positioned to re-secure the relationship • On release of the invitation to tender - consult with all our employees so that they are appraised of the situation, maintain full commitment throughout the process, understand their rights within TUPE regulations and recognise G4S‟ commitment to successfully be re-awarded a new contract. Our TUPE experience is considerable, proven and evidenced by a successful transfer rate in excess of 97% during each of the last five years. We work closely with outgoing and incoming suppliers on a timetable that ensures regular two-way communication with affected staff so that their concerns are addressed, queries resolved and their rights respected. We have formulated a detailed agreement with the GMB trades union to ensure that current and transferring staff are managed professionally in a welcoming environment. TUPE interviews are conducted within a timetable jointly agreed by the other service provider. It is the responsibility of the outgoing provider to set a date for announcing to staff that the contract will transit to a new supplier, and then to hold meetings to fully explain the process. We will ensure that our initial welcome meetings take place within seven days of that announcement so that staff do not feel insecure. On completion of these initial interviews we will step back whilst the incumbent supplier conducts secondary meetings to resolve concerns and gain guidance as to which, if any, employees will remain with the exiting supplier on alternative contracts. After that stage has been completed we will invite eligible personnel to attend the second meeting during which we will further resolve questions, remind of the benefits of working with our company and gather any outstanding data to allow screening. Our in-house HR team will provide consistent support to the Contracts Manager particularly where matters arise such as long term sickness, outstanding grievances and complex personal arrangements. During the transfer process we will concentrate on staff maintaining their current responsibilities as they transit from one employer to another. However during the data gathering phase we will note any career ambitions and existing job skills that may


allow employees to further their personal development plans within a large multinational company such as G4S. Throughout the TUPE process and the contract change over period our focus is on maintaining a seamless service to SWPPD regardless of the time of year or challenges presented by employees leaving their decision as to whether to transfer until a very late stage. We achieve this by maintaining open communication channels with each, updating the customer on a weekly basis and making our relief team available to cover any unplanned eventuality. Contracts Manager Ian Cole remains the lead mobilisation person from award of contract through to start of contract. Please see attached Appendix 21: Mobilisation Plan

TECHNICAL SPECIFICATIONS FOR COURIER SERVICES

TQ12 Weighting = High The maximum score achievable for this question is 10 The maximum weighted score achievable for this question is 50 Delivery of the Service Please detail how you will deliver the service in both Devon and Dorset. If you are planning not to use the existing routes please explain the rationale for this. Devon and Cornwall will benefit from us maintaining the current management and supervision process as it has the capacity to absorb the additional Dorset service without compromising quality. Bob Mattock will continue to manage the team of drivers, act as the first point of contact to the police and provide all administration and reports required within the contract. In his absence his deputy, Des Wade, will undertake his responsibilities and be trained relief driver will back fill the route. Management of this larger contract will remain with contracts manager Ian Cole, and executive ownership with regional manager Bryan Hall. Ian will attend all monthly service review meetings, be responsible for the quality and motivation of the team and agree all ad hoc work requests generated by the police and approved as achievable by Bob Mattock. Bryan will be responsible for approving investment into new vehicles and technologies and constructing internal and external relationships as the contract expands within the South West. Service review meetings will be held within a schedule chosen by SWPPD. We envisage that in the first months of the contract there will be separate meetings in Dorset and Devon and we will provide service data, reports and KPI matrices to meet customer needs. All minutes and actions will be held electronically for audit purposes.


We propose to maintain the current route structure within Devon and Cornwall. During this tender process we have taken the opportunity to re-evaluate its efficiency and economic viability. Furthermore we have discussed the structure with local stakeholders and confirm that the service meets all their current needs. We will continue to demonstrate our flexible approach to change and positively react to alterations in the service requirement. This may include changes to the usage premises, the wider availability of alternative fuels at a competitive price, and legislative change on the transport of goods. Our proposal for the additional Dorset service is to initially maintain the current structure and timetable based on data provided during the tender process. However during mobilisation we will verify whether service innovation is achievable based on applying the methodology currently in use in Devon and Cornwall. In particular, our evaluation suggests that: • the service will run more efficiently if it commences and terminates at or close to Winfrith • rescheduling the route to this effect would enable the majority of delivery points to receive a same day delivery • the revised route would better reflect the anticipated volumes generated at the principal locations • it will allow us to provide a quality service meeting all current requirements within a five-day schedule rather than the current six. This would allow cost savings to be achieved. • We note that Ferndown is due to close at some point late in 2016 and that its functions will be reallocated within the current estate. Our anticipated service will easily adapt to the exchange and is likely to offer a marginally reduced mileage, the cost saving of which will be shared with SWPPD • We will deliver the service using a Ford Transit newly purchased for the contract. It will be kitted out to the same specification as those used in Devon and Cornwall and on the regional forensic service. We will advise our rental partners that we will need their facility in Dorset to ensure rapid access to a suitable replacement vehicle in an emergency. Please see attached Appendix 22 A-C: Current and Proposed Route Structures.

TQ13 Weighting = High The maximum score achievable for this question is 10 The maximum weighted score achievable for this question is 50 Complaints Resolution Please detail the processes you have in place for the resolution of complaints, include details of any processes you have regarding the speed of resolution and who would be responsible for the resolution of complaints.


Within the G4S Operational Management System (OMS) there is a facility to record all complaints. Each may be logged by the courier driver and courier manager and the system then demands an action plan to resolve the complaint. The complaint can only be closed down by a G4S Senior Manager. A record of complaints and the actions to resolve them is therefore held electronically and will form part of the regular monthly reviews. If the complaint concerns allegations of an illegal practice such as racism, dishonesty, etc. the G4S Senior Manager has direct access to HR and Legal counsel for advice. Furthermore G4S has written policies on all its activities available to all staff via its intranet and to customers on request – including grievance and disciplinary processes. Customers are also issued with a direct telephone number to the National Control Centre which will enable them to be put into contact with a senior manager or director if the complaint is of a serious nature.

TQ14 Weighting = Medium The maximum score achievable for this question is 10 The maximum weighted score achievable for this question is 30 Experience of managing similar contracts Please give some recent examples of contracts that you have serviced similar to this one and detail any complexities and problems that you faced and how these were overcome. Please also detail what experience you have of carrying items such as forensic samples and firearms. We have provided the courier service to Devon and Cornwall Police since 1999. We also manage a similar contract for Air New Zealand and Barking Havering and Redbridge Hospital NHS, the details of which are included within our response to Question E10. In addition to the work we undertake for Barking Havering and Redbridge Hospital, we also carryout similar services for other hospitals within the UK. The movement of personnel is time critical and the assets and personnel in which are transported are sensitive. Under these circumstances, the drivers demonstrate effective protection of assets in addition to excellent transportation services. However the service has not been delivered without a number of problems occurring. This has included; 1. Due to a lack of investment in the roads by the government, this has resulted in slower journeys - summer schedules are built into the schedule to allow for the holiday seasons in addition to winter schedule which accommodates the winter climate.


2. Rapidly changing fuel prices – Adjustments in fuel prices and the resultant effects on the delivery of the service are discussed with the customer. 3. The movement of hard copy documentation to electronic formats – Future changes to and the effect on the volumes being transported are discussed with the customer.

TQ15 Weighting = High The maximum score achievable for this question is 10 The maximum weighted score achievable for this question is 50 Scalability As per the specification, the service provided must be scalable so that those additional Forces and partner agencies named in this document can be included in the future subject to business need. There may also be the requirement to downsize the service in the future, for example should stations close or requirements change. Please detail how you would accommodate such requests. The structure in place to manage the relationship in Devon and Cornwall is sufficiently robust to look after the service in Dorset and potentially Wiltshire and Avon without incurring additional cost or labour. An increase in service demand will necessitate further vehicles and drivers. Permanent solutions take approximately 8 weeks to implement however we will always be able to upscale at short notice using our van rental facility and team of trained relief drivers. The number and location of relief drivers is directly linked to the volume of goods and geographical spread. Therefore as the service is extended we will also increase the recruitment of support officers. The current organisation of personnel and vehicles is dedicated solely to the service demand within this contract. We would be able to re-engineer to a smaller operation if the reduction was limited, particularly where several months warning was given. This will involve allocating nominated staff to other security contracts and not replacing vehicles at the end of their lease. However a significant reduction in demand for the courier service, for example in excess of 25%, would necessitate a fundamental change in the contract structure. The impact would be particularly marked if less than 12 months‟ notice was given. Therefore we have proposed a clause to be inserted within the terms and conditions of the contract to protect us financially. Naturally we would make every attempt to allocate personnel and vans elsewhere within our business.

TQ16 Weighting = High The maximum score achievable for this question is 10


The maximum weighted score achievable for this question is 50 Process for mislaid / damaged items What processes do you have in place if any items get mislaid or damaged in transit? What safeguards do you put in place to ensure that this does not happen? We produce a run sheet for each courier route that is completed by the driver throughout each duty. It records each collection and its subsequent delivery and copies are held for an agreed number of months for audit purposes. If an item is damaged we take a photograph and issue it to the agreed stakeholders with a report explaining how the damage occurred or the condition of the goods when we found them. Historically it has been extremely unusual to mislay an item however the process is to photograph the relevant paperwork, issue it to stakeholders and to work with the police in investigating the disappearance. Agreed protocols are that couriers are not permitted to allow both parties into their vans nor to stop for a rest break on the public highway. All breaks are to be taken within police premises. In the event of firearms being carried we will always have a second driver acting as a passenger within the terms of our license.

VEHICLES


Proposed Vehicle(s)

Detail the vehicles that you propose to use for the services to be

delivered including any special requirements eg access, height

restrictions or services. Please also detail the expected life of the

vehicle and if you would expect to replace it during the contract

period. Please also explain how you would fit out the vehicles to

support the requirements of the contact. We propose to maintain the current mix of vehicles for the Devon and Cornwall service. The high mileages necessitate short leases of 1.5 and two years. Each time we need to order a replacement we will review the specification to ensure it is the right capacity and the most economic option for SWPPD. Furthermore we continue to review opportunities to move to more environmentally friendly vehicles however the combination of high mileage, high investment cost and lack of fuelling points currently restricts the options to diesel variants. Where the service requires we will supplement the standard


factory fit with lockable side doors, refrigeration units and internal cages however these increase the cost. All vehicles are in corporate logos and do not identify their use on the half of the police. From the information in the tender document we anticipate that the best and most economic solution for the Dorset service is a standard Ford Transit short wheelbase van, ordered on a two-year lease with a capped mileage. It will be supplemented with a refrigeration unit and a facility to padlock the doors. However there is sufficient time from contract award to contract start to allow us to further understand the requirements and potentially adjust the requirement.

TQ18 Weighting = High The maximum score achievable for this question is 10 The maximum weighted score achievable for this question is 50 Changes to Vehicles during contract Should the requirements of the contract change so that different vehicles are required,(ie larger vehicles are required) please explain how this would be accommodated. Would new vehicles be purchased or would you seek to use existing vehicles from your wider fleet? Please also explain how this would affect the cost model. If there is a requirement to change vehicle capacity during the contract we will evaluate each case as it arises. The short leases that are necessary on the higher mileage vehicles present us with an opportunity to replace with a different specification more frequently than the standard four-year lease. Conversely there are prohibited premiums applied by the lease companies for returning vehicles early or significantly extending their life. In the case of a need to increase the capacity we will carry out an economic evaluation based on the above criteria but it is likely we would acquire a further van on a short agreement until the existing lease came to its natural end. We would discuss the availability of additional or alternative specification vehicles within our wider business however in the majority of cases business managers order transport specific to their needs. It is therefore usually the case that it is impractical to secure vehicles from the wider fleet. On occasion lease companies will allow an upgrade to a larger vehicle during an existing lease subject to paying the relevant premiums therefore we would always seek this option if available.



Health and Safety Standards for Vehicles and Equipment

The Service Provider shall ensure that all vehicles and equipment

used meet the relevant Health and Safety Standards. Please

detail how you will comply with this requirement. Please also

detail how you will manage occupational road risk – not just

vehicles but training, route planning etc. All vehicles are leased through Hitachi Capital, due to their outstanding reputation for quality and compliance. Our vehicle leases reflect the high mileages and as such we pay a premium for short leases and ensures we are not driving vehicles that have excessively worn parts. All servicing is done through approved dealers to ensure quality is maintained. All drivers are required to carry out safety checks at the beginning of each duty. The service manager is tasked with providing monthly vehicle usage and safety data to the monthly service review meeting. It is a disciplinary offence for an employee to knowingly operate a defective vehicle. 24 hour contact with our National Control Centre is available to all employees for support and we use a 3rd party to maintain all driver records as required by the DVLA. We ensure no employee is allowed to drive a route without undertaking a minimum of four training sessions with his or her supervisor signing off the training as successful. Furthermore, all routes are regularly revaluated to ensure that they can be completed without compromising employment law or health and safety legislation.

TQ20 Weighting = High The maximum score achievable for this question is 10 The maximum weighted score achievable for this question is 50 Vehicle Maintenance Please advise the servicing procedures and frequencies that you have in place for relevant vehicles involved in the delivery of the services described, detailing how this will be recorded and what actions you would take in respect of those vehicles that fail servicing / MOT and do not meet operational requirements. All vehicles are maintained and serviced within manufacturers‟ specifications and at main dealerships. Mileages are tracked on a weekly basis and a monthly report is shared with police stakeholders, identifying total mileage, recommended service intervals, services undertaken and observations received from dealerships. Records are kept for six months to provide an audit trail in the event of an incident. It is a disciplinary offence for a vehicle to be driven that is not


roadworthy or that has significantly exceeded its service interval. Records are retained of service bookings to ensure that there is no unnecessary delay between reservation and service. A contract is in place with Budget to provide rapid replacement of suitable alternative vehicles if service or maintenance compromises operational requirements. Bob Mattock is empowered to commission vehicle rentals without undergoing a lengthy authorisation process. He is also mandated to carry out internal investigations into any allegations that a vehicle has not been driven or maintained safely. Our policy of commissioning vehicles with shorter leases means that mileages do not become excessively high therefore the number of breakdowns is extremely low.

TQ21 Weighting = High The maximum score achievable for this question is 10 The maximum weighted score achievable for this question is 50 Vehicle Breakdown Procedures Please detail the procedures that you have in place in the event of a vehicle breakdown. Your response should include detail regarding how you would ensure that the service continues with minimal delays. All drivers are mandated to carry out a prestart vehicle safety check in order to minimise the likelihood of a breakdown. Furthermore they are trained to immediately cease driving if they suspect any fault rather than compromise their health and safety. All vehicle leases include access to roadside assistance. Each vehicle is equipped with a mobile phone to allow instant access to support in the event of a vehicle incident. If roadside assistance cannot resolve the situation the procedure is for the supervisor or a nominated alternative driver to attend the incident. On arrival they will transfer critical contents to the reserve vehicle and the courier driver will continue their route. Meanwhile the supervisor will remain with the broken down vehicle whilst it is recovered to the main dealer premises. He will raise all incident paperwork with the support of the 24-hour National Control Centre.

TQ22 Weighting = High The maximum score achievable for this question is 10 The maximum weighted score achievable for this question is 50 Vehicle Tracking Please detail what processes and systems you have in place to ensure that you are aware of the location of all of your vehicles at


any point in time. What contingencies do you have in place in the event of failure of this process or system? Each vehicle is equipped with a mobile device incorporating a vehicle tracking system. Using phone technology we are able to monitor the location of each unit throughout its journey. This is utilised as both a health and safety device and also to ensure that vehicles are following the agreed route. Supporting this facility we employ proof of presence devices that drivers are required to trigger at each calling point. This provides an audit trail in the event of a query but also allows us to track their whereabouts at each trigger point is automatically recorded electronically. This facility is also made available to police stakeholders who wish to remotely view service progress. Having both devices incorporated into each vehicle acts as a failsafe if one ceases to operate. Furthermore drivers are instructed to follow an agreed route so that in the event of an incident involving wholesale technology failure we would be able to replicate their journey. In the event of a major occurrence Bob Mattock is contracted to investigate and support and he would also have access to G4S patrol vehicles and out of hours mobile support teams to assist him.

TQ23 Weighting = Medium The maximum score achievable for this question is 10 The maximum weighted score achievable for this question is 30 Environmentally friendly transportation methods Please provide details of any transportation methods which have minimal impact on the environment that are adopted by your organisation. We maintain ISO 14001 and employ a dedicated Environment Manager whose function is to promote systems and technology to reduce the damage to the environment. We recognise that a major factor in our carbon foot print comes from our vehicle fleet. Therefore, it is here that we will focus on directing many of our programmes to reduce carbon emissions, from eco-driving training for our operational vehicle and company car drivers. Within many of our contracts, G4S deploy the Ford ECOnetic Fiesta. The Fiesta ECOnetic offers fuel economy of 76.3 mpg (combined cycle) and exceptionally low CO2 emissions of just 98 g/km. Not only is it currently one of the most fuel efficient hatchbacks in the UK, the Fiesta ECOnetic is also exempt from road tax. We also maintain short lease durations to ensure we do not use vehicles with excessive mileage.


We work towards the achievement of many of our customers‟ environmental objectives, initiatives and policies whilst achieving a reduction in carbon emissions through the use of the Ford ECOnetic Fiesta‟s. The use of these vehicles also enables G4S achieve our goals included within our CSR Policy and our further environmental KPIs. In urban areas we are examining the feasibility to use alternate fuel systems such as hydrogen and electric technology. We have investigated alternate environmentally friendly transport in the South West however the current lack of charging points combined with high lease prices makes this not viable.

MANAGEMENT INFORMATION

TQ24 Weighting = Medium The maximum score achievable for this question is 10 The maximum weighted score achievable for this question is 30 Please provide an example of the monthly management information that you will provide under this framework (please refer to SOR24 for the requirements) The DNA Reports (Appendix 18) , Vehicle Reports (Appendix 19) and KPIs (Appendix 20) attached are currently used to monitor the service. We propose to extend this to the Dorset region also. The following monthly management information may also be provided upon request; Details of the drivers Details of the vehicles Mileage per vehicle, downtime information, mileage per route, fuel consumption, servicing, details of hire vehicles, time the vehicle has been off the road, service frequency and dates of upcoming services. DNA Reporting – including details of the amount of DNA samples left behind due to incorrect labelling/packaging. Accuracy of collection and of dispatch Records of goods in transit Incident reports and the ensuing actions Training records Minutes of meetings and KPI scores Invoice details Records of change requests including amendments to core duties and ad-hoc extras.

SAVINGS



Savings Proposals The SWPPD is always seeking to make savings where possible. Please detail any proposals that you have to enable the participating PCC‟s to make savings throughout the life of any Contract award. In recent years we have worked in partnership with Devon and Cornwall police to realign the service provision within their restricted budget and will always consider options to make savings. The current structure of the contract requires us to estimate fuel prices well in advance and build that cost into the hourly charge. Volatility in the market throughout the last three years may continue through the new contract period therefore a mechanic to charge fuel actually used may be a more viable costing method. An option within this concept will be to agree a fixed sum within the contract monthly price and to then reconcile the actual figure one month in arrears. This would allow SWPPD to set aside a sum that is later corrected to actual usage. Our preference is to use Ford vehicles due to their reputation for durability and their service network. However we will check the market each time a renewal is required and switch to alternative brands that offer a better price as long as we are assured of their reliability and backup services. We envisage that the current service could be expanded without incurring extra management and administration fees and will build this saving into any further contract enhancement subject to a detailed evaluation of its requirements. Other businesses within the G4S group of companies work extensively with the police throughout the UK and in particular we highlight our partnership with Lincolnshire in which we have achieved significant savings for their police in managing a large portfolio of backroom services. We believe that a similar model would benefit SWPPD and warrant further discussion.

SUSTAINABILITY


Sustainability Programme

Please detail your organisations approach to sustainability; as a

minimum your response should include reference to:

environmental issues such as carbon emissions and carbon

footprint; responsible consumption of resources (energy, water,

other consumables such as environmentally friendly


consumables), steps taken to reduce energy consumption and

fuel; reduction of waste and responsible disposal of waste

together with targets; targets for fuel reduction; targets for energy

reduction. We have undertaken a series of external and internal reviews of our environmental impact and set performance objectives and targets. These reviews have included: • Business in the Community CSR Index (Silver) • G4S UK& Ireland Board level review • CAESAR Social and Environmental Sustainability Assessment. We seek to meet the needs for goods, services, works and utilities in a manner that achieves value for money on a whole-life basis, in terms of generating benefits not only to the organisation, but also to society and the economy, whilst minimising, where appropriate, damage to the environment. Our supplier selection and management policies and procedures provide a framework to ensure consideration is given to the three key areas of economic, environmental, and social factors when analysing the impact of sustainable procurement. Over 20% of our carbon footprint is generated by energy and fuel usage at our buildings and offices. A number of programmes are underway across the globe to tackle our energy efficiency in these areas such as: • Employee awareness programmes such as “The Big Think” encouraging employees to think about their impact on the environment and the actions they can take to reduce energy consumption and carbon emissions • Energy reduction measures such as installing smart meters, replacing old style light bulbs with more efficient designs, and changes in air conditioning and heating patterns • Reducing wastage, and wherever possible, increasing recycling. We encourage our employees to take action to reduce our „carbon footprint‟ – our personal contribution to global warming and climate change. Through poster, magazine articles, and attention grabbing competitions, G4S has attempted to focus the minds of our employees to think about climate action and reducing their carbon emissions both at work and at home. The below points are displayed on the G4S intranet and in poster form to raise awareness of best environmental practice. • Switch off lights when they are not in use (Office lights left on overnight use enough energy in a year to heat a typical UK home


for almost 5 months)

• Turn down the heating (A 2℃ increase in office temperature will create enough CO2 in a year to fill a hot air balloon) • Turn off your computer and monitor when not in use (A computer left on overnight for a year creates enough CO2 to fill a double-decker bus. Remember appliances on stand-by are still using power. • Switch off your printers and photocopiers overnight (A photocopier left on overnight uses enough energy to produce over 1500 copies) • Reduce your air conditioning (Air conditioning an office for 1 extra hour a day uses enough energy in a month to power a TV for over a year) Environmental Policies and Procedures Our Environmental Policy (appendix XX) details our acknowledgement to the importance of looking after the environment around us, our approach to sustainability and the affect we have in our day to day running of our business. Following contract award we will carry out environmental risk assessments and audits on current processes and practices on client sites and match our practices to those of the client. One of our EMS (Environmental Management System) targets is to; develop clear literature and training to influence the behaviour of clients and suppliers to help to reduce the environmental impact associated with G4Ss business activities. Our environmental targets are to: Establish accurate measurement for offices Establish accurate measurement for fuel usage Establish energy performance for offices Develop a series of training awareness seminars for the G4S supply chain. Obtain monthly figures for air travel Obtain monthly figures for rail travel Obtain monthly figures for waste sent to landfill Obtain monthly figures for waste sent for recycling Introduce environmental training into Staff Induction courses Introduce environmental training for Operational Management Estimate carbon footprint for G4S Secure Solutions (UK) for 2001 Review measurements quarterly Complete environmental audit Investigate installing smart meters / sub-smart meters for offices Liaise with clients and suppliers to determine existing levels of environment management activities.



Environmental Considerations

Please detail what environmental factors your organisation takes

into consideration on a day to day basis. What procesess have

your organisation put into place in order to reduce damage to the

environment?

We recognise that our business activities have a direct and indirect impact on the environment and we will endeavour to manage these in a responsible manner. We are committed to a programme of continuous improvement to minimise our impact on the environment. G4S have integrated the following core principles into our business strategy in order to reduce damage to the environment: Establish environmental performance indicators which will allow us to set targets and track our progress. Comply with all relevant legislation, commercial requirements and codes of conduct. Prevent pollution in line with legal requirements. Seek to reduce waste and improve efficiency in all of our activities. Enable and encourage staff to make a contribution to environmental improvement. Engage with our suppliers and customers in environmental initiatives. Communicate our performance in an open and transparent manner. This strategy is reviewed annually to ensure it reflects the current interests of our stakeholders who are encouraged to provide feedback on the nature and operation of the environment policy.


SECTION FIVE – PRICING Bidders must complete the Schedule 2 Pricing in the Excel format provided. Bidders may submit a PDF version of their pricing submission in addition to the Excel document for their own security. 5.1 CONSIDERATION POINTS o The price shall be deemed to include all expenses and disbursements including travel

expenses incurred in the provision of the goods/services.

o Tenders should be submitted exclusive of Value Added Tax (VAT).

o The tender shall be submitted on the basis that the offer in it shall remain in force for a minimum of 243 days from the date fixed for the submission of tenders. If the Authority has not accepted the tender within this period it shall remain in force without variation.


CHECKLIST OF DOCUMENTS FOR COMPLETION AND ENCLOSURES REQUIRED Bidders need to ensure that they complete and sign, where required, ALL the requisite documents and forms included in the tender documents and any additional documentation, information and certificates that are required by the Authority to evaluate the tender. The documents and forms that need completing for this tender are as follows: Question Number

Document Title Location Within Submission and Title of Document

Check if Enclosed

Bid – This document fully completed including: Section Three

Section Four

Section Five

D1 (c)

Copies of last 3 financial years‟ audited accounts and annual reports Accounts to include: Balance Sheet

Profit and Loss

Account Auditor‟s Report

Appendix 1

Appendix 2

Appendix 2

D2 (a)

Copy of Employer‟s Liability Insurance Certificate (if applicable)

Appendix 3

D2 (b) Copy of Public Liability Insurance Certificate (if applicable)

Appendix 4

D2 (c)

Copy of Product Liability Insurance (if applicable)

Appendix 4

D2 (d)

Copy of Professional Indemnity Certificate (if applicable)

Appendix 5

E1 Equality Act Policy Appendix 6

E5 Copy of Quality Management Certificate

Appendix 7

E6 Copy of Environmental Management Certificate

Appendix 8

Form of Tender

Certificate of Bona Fide Tender

Certificate of Non-Canvassing

Schedule 2 Pricing

Route for Devon and Cornwall Police (if planned to change existing)

N / A

Route for Dorset Police Appendix 22A-C