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SCOTTISH WATER

PROCUREMENT & SUPPLY CHAIN STRATEGY

2017-2018

“Through world class supply chain management we establish and manage an

efficient, effective and sustainable Scottish and wider supply chain that

delivers best value for Scottish Water and our customers.”

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Foreword

The Scottish Water vision is to be “Trusted to care for the water on which Scotland depends”. That’s why our priority is to ensure that Scottish Water consistently focuses on delivering high-quality services. Our customers expect us to provide excellent service, ever higher levels of water quality, and strong environmental performance – all for an affordable price.

Scottish Water as a public utility spends around £600m a year buying goods, services and works. This means that our Procurement and Integrated Supply Chain Management activity has the potential to deliver significant benefit and value-for-money improvements for our customers.

Increasingly, buyers are working creatively to deliver broader social, environmental and economic benefits by making sure sustainability is firmly established in their work. Unlocking these potential benefits from procurement can help us foster jobs and growth, encourage innovation, and boost training and apprenticeship opportunities. Good procurement practice can, and should play a key role in helping small and medium-sized enterprises (SMEs), third-sector organisations and supported businesses compete effectively for contracts.

Our procurement procedures were described as world-class by the Chartered Institute of Procurement and Supply (CIPS), who awarded us with platinum accreditation status in January 2015 and we have recently been re-accredited in March 2017. Scottish Water continually demonstrates how an effectively managed, CIPS Platinum accredited professional procurement service, with responsibility across all spend categories, can achieve value for money across these categories and provide substantial savings. This strategy document sets out how we will use Procurement and Integrated Supply Chain Management to support our commitment to increasing sustainable economic growth, and to deliver significant benefits for the people and communities we serve. Throughout the life of this strategy we will review and improve upon it, benchmark where appropriate and we will publish in an annual report our performance in delivering it.

Joe Rowan

General Manager – Procurement & Supply Chain

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TABLE OF CONTENTS Page

1. Introduction 4

2. Procurement & Supply Chain in Scottish Water – Strategic Intent 5

2.1 Procurement & Supply Chain Governance 5

2.2 Scottish Water Vision 6

2.3 Scottish Water International 7

3. PSC SR15 Business Plan 8

4. Spend data 12

4.1 Supply Chain Segmentation 12

5. Sourcing activity, Stakeholder engagement & Sustainable Procurement 14

5.1 Stakeholder engagement 14

5.2. Sourcing activity 14

5.3 Sustainable procurement duty 14

5.4 Safety, Health & Well-being 15

5.5 Innovation 15

5.6 Community Benefit 15

5.7 Low carbon 16

5.8 Efficiency 16

5.9 Best practice employer 16

6. Integrated Supply Chain management 17

6.1 Performance Management 18

6.2 Capacity Management 18

6.3 Payment to suppliers 19

6.4 Project Bank accounts 19

7. Strategy ownership & Contact details 20

Appendix 1 – Procurement Plan 21

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1. Introduction

Scottish Water is a public sector body, classified as a corporation of a trading nature, and is answerable to the Scottish Parliament through Scottish Ministers. The Members of Scottish Water’s Board are accountable to the Scottish Government and the Board currently includes 6 Non-executive Members.

Scottish Water provides vital water and waste water services, essential to daily life, to 2.49 million households and 152,000 business premises across Scotland. Every day we provide 1.37 billion litres of clear, fresh drinking water and take away 921 million litres of waste water, which we treat before returning to the environment. The quality of drinking water provided to customers has reached an all-time high and our investment helps to support jobs and the economy of Scotland, while protecting and enhancing the environment.

Our average household charges remains among the lowest in Great Britain and these customer charges go towards maintaining and improving 30,062 miles of water pipes, 31,621 miles of sewer pipes, 244 water treatment works and 1,851 waste water treatment works.

In 2015/16, we commenced a 6 year programme which will see £3.5 billion invested in maintenance and further improvements to drinking water quality, protecting the environment and supporting the Scottish economy.

A substantial proportion of Scottish Water’s resources are spent on goods, services and works procured externally from third parties. An effective and efficient procurement and integrated supply chain management process is critical to meeting our overall objectives.

Obtaining best value for money from procurement and integrated supply chain management ensures that we optimise our resources to achieve our aims. We must also ensure that our actions are fully compliant with legal requirements and ethical standards and promote a culture of accountability, transparency, sound governance and non-discrimination. We owe nothing less to citizens, taxpayers and those with whom we do business.

The Procurement & Supply Chain team’s mission is “Through world class supply chain management, we establish and manage an efficient, effective and sustainable Scottish and wider Supply Chain that delivers best value for Scottish Water and our customers.”

This document sets out the Procurement Strategy for Scottish Water for FY2017/18 and will show how Procurement & Supply Chain in Scottish Water plays a fundamental role in supporting the delivery of Scottish Water’s strategic objectives and the value it delivers in supporting Scottish Water’s wider environmental, social and economic objectives.

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2. Procurement & Supply Chain in Scottish Water - Strategic Intent

Figure 1 below shows Procurement & Supply Chain’s Strategic Intent Flowchart showing clear line of sight between the Scottish Water Vision and outcomes to the Procurement & Supply Chain team member’s performance objectives. The current regulatory period is SR15 (2015-2021). This regulatory contract is reviewed and a business plan is produced for each of the 6 years. This is then broken down into annual functional plans for each directorate. In Figure 1 the PSC Business Plan is then used to create an annual Balanced Scorecard for the team which then flows down into each individual’s objectives, measured through the ‘Aspire’ performance review process.

Figure 1: Procurement & Supply Chain Strategic Intent Flowchart

2.1 Procurement & Supply Chain Governance

Approval of Procurement and Supply Chain strategies and awards of contracts and frameworks has strong governance structures in place.

Approval of all frameworks and contracts must receive the correct level of approval and sign-off in line with the Scottish Water Procurement Policy Manual and the Scottish Water Designated Level of Approval (DLA) structure.

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Approval of all key Procurement and Supply Chain strategies and contract/framework award approvals above the accumulated value of £10m are reviewed and approved by the Supply Chain Steering Group (SCSG).

Figure 2 below details the governance structure in place for Procurement & Supply Chain. Figure 2: Procurement & Supply Chain Governance

2.2 Scottish Water Vision

Scottish Water’s vision is to be “Trusted to care for the water on which Scotland depends” and is supported through 6 pillars:

Serving: Showing our customers that we care. Achieving year on year improvements in their experience of our service and having a positive impact on customers and communities.

Strong: Working hard to keep customers’ prices low. Delivering savings to keep household customer price increases across the 2015–21 regulatory period which are below the overall level of CPI inflation.

Responsible: Always doing the right thing for Scotland. Providing ever better drinking water; implementing plans to boost water supply resilience to communities, fulfilling our environmental obligations and reducing our carbon footprint.

Scottish Water

Board

Scottish Water

Procurement &

Supply Chain &

Internal Business

Stakeholders

Scottish Water

Supply Chain

Steering Group

External Supply

Chain &

representatives

Scottish Water

Executive

Leadership Team

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Leading: Shaping our future for the benefit of customers. Listening to our customers, being proactive, working with customers, landowners, local authorities and developers to deliver even more efficient services.

Growing: Enabling a thriving Scotland. Supporting developers as a leading infrastructure partner; seeking innovative and low cost solutions for businesses to grow in Scotland, and supporting an efficient supply chain through world class procurement.

Committed: Behaving safely and having agile, healthy people and workplaces. Building our skills and diversity to sustain high performance.

This Vision is embedded within the organisations processes and behaviours and not only provides a framework for this regulatory period but supports the aspirations for SR21.

The Vision is about the service we aim to deliver to our customers and it’s a vision where everyone has a part to play.

2.3 Scottish Water International On our journey to transform water and waste water services in Scotland, Scottish Water has developed world-leading expertise in engineering, operations and maintenance, scientific services, regulation, asset management and business transformation. In 2011, Scottish Water International was established to use this expertise to offer services to utilities, governments and international clients seeking to harness their water resources efficiently and effectively by raising standards and reducing costs. Scottish Water International delivers reputationally enhancing projects, using skills and expertise from its Scottish business. We have a team of high-calibre consultants offering services that support utilities to transform efficiency in service, with specific focus on: operations and maintenance advice and support, including training and strategic advice; asset management and capital investment governance; and regulatory and financial restructuring for public utilities. Drawing on the experience of the remarkable transformation in the water industry in Scotland, Scottish Water Procurement & Supply Chain will support Scottish Water International to provide skills and experience to Scottish Water International customers. Our current support includes Ashgal in Qatar, Irish Water, Ireland and South Australia Water, Australia.

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3. Procurement & Supply Chain business plan objectives for SR15

To support the Scottish Water Vision and strategic objectives, the Procurement & Supply Chain team have an important role to play in providing a world class professional procurement service.

We have developed a business plan for SR15 with our mission being:

“Through world class supply chain management, we establish and manage an efficient, effective and sustainable Scottish and wider Supply Chain that delivers best value for Scottish Water and our customers”

The team will:

• Provide strategic guidance and leadership on all Procurement & Supply Chain matters;

• Ensure it continues to achieve value for money from its circa £600m annual spend on goods, services and works;

• Ensure Scottish Water explores all opportunities to use its procurement activities to promote its wider objectives, including its social, economic and environmental objectives;

• Continue to ensure world class procurement processes and support their effective adoption across the business;

• Engage effectively with stakeholders, including budget holders, end users, alliance partners and suppliers;

• Support the development and growth of local SME’s and supported business where appropriate;

We have 5 key goals that we aim to achieve by 2021: Optimising B2B Relationships with our supply chain

We will:

• Aim to reduce B2B transaction and bid costs with suppliers and ensure our engagement and interactions with suppliers are stream-lined, efficient and effective, using “lean” principles.

• Optimise Scottish Water supply chain management processes and interfaces with the supply chain. This will include supporting the business to optimise the day-to-day buying processes. We will hold governance and performance engagement meetings to review and ensure satisfactory performance and drive improvements.

• Understand our key suppliers’ business plans and risks and opportunities in the supply chain.

• Understand our supply chain capability, skilled resource availability and supply chain capacity and how best to utilise this and enhance Scottish Water’s reputation as a valued client.

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• Endeavour to reduce non-compliance and fraud risk to protect Scottish Water employees and ensure best value for money is achieved through use of our frameworks.

• Continue to promote a culture of innovation and collaboration with our supply chain to improve productivity, increase product standardisation and use techniques such as Design for Manufacture and Assembly (DFMA) or Building Information modelling (BIM).

• Explore common systems to reduce duplication; improve productivity, improve data quality and understanding.

• Adopt the most appropriate Terms and Conditions (Ts&Cs) of contracts with our supply chain, examples include:

o Scottish Water standard Ts&Cs o Scottish Water Framework terms o NEC3 for construction projects

Our approach will be fair and reasonable in terms of disputes and escalations.

• Measure supplier performance and capture and incorporate feedback from internal business users. We will use 360 degree surveys with our suppliers to identify opportunities where we can improve, deliver additional value and optimise business to business relationships.

• Hold an annual supply chain conference to communicate key messages with our supply chain and explore opportunities for improvement.

Being customer responsive and sustainable, supporting Scottish Water’s Target

Operating Model

We will:

• Contribute to improving the Customer Experience Measure (CEM) through embedded KPIs (where applicable) to ensure Scottish Water has an understanding of the supply chain’s capability and how best to encourage and incentivise the supply chain to ensure a positive customer experience.

• Maintain an optimal and sustainable level of Scottish based suppliers and SME in the supply chain. We recognise that these suppliers are also our customers and the impact this has on the circular economy.

• Be proactive and engage with business users to lead, develop, maintain and improve a performance management system that helps business users understand supply chain capability, capacity and make better business decisions which will also reduce non-compliance and fraud risk.

• Embed living wage and zero hours contract expectations in our contracts/frameworks.

• Target the use of supported businesses both directly and within our supply chain.

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• Ensure and track levels of community benefit. Assuring and enhancing performance and value together with our supply chain

We will:

• Support the aspiration to deliver savings and assure the value delivered from procurements.

• Ensure best market rates and ensure overall 2015-2021 price indexation is maintained to CPI by ensuring that all frameworks and contracts have indexation mechanisms to ensure overall price indexation is aligned with CPI or below. This will contribute to the aspiration for customer prices to rise less than or equal to CPI.

• Negotiate discounts from our supply chain whether this is in the form of unit cost savings or retrospective volumetric/market sensitive discounts.

• Improve framework compliance and ensure high levels of performance in relation to delivery, quality, Safety, Health & well-being, community impact, carbon reduction and innovation. We will ensure community impact is taken into account and our contractual commitments are met.

• Ensure the supply chain supports the aspiration for 30% carbon reduction in new investment.

• Ensure Scottish Water is recognised as a valued client, providing an enhanced customer experience and leaving a positive legacy in the communities we serve.

• Engage more internally and externally to understand internal and external supply chain issues, risks and opportunities and work with internal stakeholders on programme commitment and visibility.

• Improve our market intelligence of key categories to ensure forward and advance warning of price increases, risks and opportunities

• Implement effective governance and engagement models

• Implement 360degree feedback to ensure we are continually improving

Effectively managing risk and opportunity together with our supply chain

We will:

• Track and manage supply chain risks, consulting with the supply chain and stakeholders to prepare risk profiles for each of our key categories.

• We will develop mitigation measures and contingency plans for all single source suppliers and other suppliers/categories where appropriate.

• Have robust market intelligence and forecasting which will include lead indicators and identification of forward buying opportunities and financial risks.

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• Track capacity and resource availability within the supply chain.

• Monitor changes in EU legislation including the impact of Brexit.

• Promote ethical procurement of all services and commodities and full transparency of the end to end supply chain and audit compliance to this as part of our supply chain management activities.

• Work closely with our suppliers to foster long term strategic relationships in order to combat slavery and human trafficking and ensure compliance to the Modern Slavery Act.

Maintaining and refreshing the master supply chain strategy

We will:

• Ensure that a fit for purpose supply chain will be in place for SR15 and beyond.

• Extend or procure new frameworks and contracts; engaging with business users to identify requirements and undertake price validation to ensure best market rates.

• Use the knowledge gathered from supply chain management activities to refresh the master supply chain strategy

Develop sustainable world class procurement & supply chain team

We will:

• Maintain CIPS Platinum accreditation

• Broaden the Procurement & Supply Chain team capability through training and development

• Internally promote where appropriate

• Have succession plans in place in line with corporate requirements

• Ensure we operate within budget and resource levels

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4. Spend data

SW spends c£600m per year with its supply chain, split c£500m capital and c£100m operational and the goods and services we receive for this are a critical enabler in supporting our ability to deliver our services to customers.

Figure 3 below details the categories and percentage of spend that makes up the £600m.

Figure 3: SW spend profile

Around 80% of this spend is with businesses with locations in Scotland and approximately 70% of this supply chain is classified as SME’s.

4.1 Supply Chain Segmentation

Scottish Water uses Supply Chain Segmentation as a method of classifying categories to develop a tailored approach to managing its supply chain. The strategy is to segment categories and frameworks within these based on spend, risk, importance and complexity. The supply chain has been segmented into four quadrants as detailed in Figure 4 below.

This matrix shows the value of spend, number of framework and suppliers in each of the four quadrants. It demonstrates that the majority of SW’s spend (c£560m) is with strategic/high value suppliers which is where we may be exposed to varying degrees of risk but also have the most opportunity.

Specific rules of engagement and governance have been developed per quadrant, to allow us to effectively purchase, tailor contractual terms, measure, and manage our supply chain and grow the appropriate relationships at the right levels.

Fleet

2.00%

Infrastructure

1.54%Hires

2.98%

Stores/Civils

Materials/Logistics

1.94%Workplace

Support

4.20%

Complex/Non-

Complex

Process Kit

3.62%

Ad hoc

0.13%

Scientific

Services

0.18%T&I

3.32%E&M

2.12%

Prof' Serv & Surveys

1.05%

Waste

Management

0.84%

Energy

7.04%

Rural Contractors

3.32%

Operational Contractors

16.80%

Capital Contractors

48.93%

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Figure 4: SW Supply Chain Segmentation matrix

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5. Sourcing activity, Stakeholder engagement & Sustainable Procurement

Scottish Water operates under the Utilities Contract (Scotland) Regulations 2016 and will ensure that all regulated procurements are carried in the strictest accordance with these regulations. The following sections demonstrate Scottish Water’s approach to satisfy the requirements of Section 15 of the Procurement Reform (Scotland) Act 2014. As a CIPS Platinum accredited procurement team, Scottish Water is deemed to have world class procurement and supply chain management policies and procedures and commits to maintain this accreditation and continually seek to improve.

5.1 Stakeholder engagement For all regulated procurements, a project sourcing team is formed, led by the Procurement Representative. Many colleagues throughout Scottish Water are involved in the procurement process e.g. budget holders who may commission the buying of goods and services, end users who define and refine specifications of what is required; purchasers who manage the procurement process; project sponsors; payment authorisers; and a range of specialist advisory/support and administrative functions. The Project Sourcing Team approach involves engaging all stakeholders in the procurement process, where appropriate, to ensure that the optimum benefits are realised and sustainable.

On a monthly basis, the list of which suppliers are involved in our tendering processes are published on our intranet to ensure that business users have this awareness prior to any engagement.

5.2 Sourcing activity All regulated procurement requirements will be published via Public Contracts Scotland and all tendering will be conducted electronically via Public Contracts Scotland-Tenders. All requirements will be sufficiently well described to ensure that potential suppliers recognise them without difficulty and understand what Scottish Water’s requirements are. Incumbent suppliers will be made aware of Scottish Water’s intention to procure, that the advert has/is being published and be provided with information on where to find the advert and how they can express interest in the procurement.

Scottish Water has produced a ‘Tendering Tips’ video which can be found in the Procurement & Supply Chain pages on our web-site. This provides suppliers with information on how to maximise their chances of successful tendering for Scottish Water frameworks/contracts.

For some categories, ‘bidders days’ are held to communicate to interested tenderers further details on what Scottish Water is looking for and tips for success. We will continue to hold such events where it deems appropriate.

Scottish Water will always carry out its sourcing activities transparently and to the highest ethical standards ensuring that tenderers are treated equally and without discrimination.

5.3 Sustainable procurement duty

Scottish Water takes its responsibility seriously to ensure that the goods and services procured deliver best value for money for its customers and ensuring sustainability is included as a key consideration.

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For all regulated procurements, suppliers are required to complete a ‘Value Delivery’ questionnaire which is a scored element of their tender submission. This questionnaire covers 6 areas:

1) Safety & well-being 2) Innovation 3) Community benefit 4) Low carbon 5) Efficiency 6) Best practice employer

5.4 Safety, Health & well-being

Scottish Water places the Safety, Health & Well-being of its employees and people working in its supply chain as a key priority. SW will only contract with businesses who comply with the Health and Safety at Work Act and any provision made under that Act as a minimum standard. For all regulated procurements, Health & Safety is assessed at Pre-Qualification stage and only those who pass this section will be deemed suitable to contract with. All framework contractors must hold Achilles Verify accreditation and meet the minimum standard of 85% pass rate. For ad-hoc contractor requirements, safety is assessed through internal vetting and accreditation with Achilles, Safe Contractor or Constructionline.

At tender stage, suppliers are required to demonstrate the initiatives that are underway regarding improving safety and well-being for their employees, reducing levels of work related illness and improving their safety culture.

Scottish Water will continue to place ultimate importance on safety and well-being as a key area of evaluation in its sourcing activities.

5.5 Innovation

SW understands the value innovation can bring to an organisation whether it is in the form of achieving costs savings, process changes or continual improvement. It recognises that innovation from the supply chain can be a key source to tap into and explores this opportunity during the sourcing process.

Tenderers are requested to provide details of current or planned innovations that SW could adopt and the benefits these could deliver. These are taken into account, scored and if successful and explored once the framework commences.

Scottish Water will continue to explore innovation opportunities through its sourcing and integrated supply chain management processes.

5.6 Community benefit

Tenderers are required to detail their commitment to the delivery of community benefits. This could include the appointment of MAs/Graduates, employment of people who have been long term unemployed, engagement with supported businesses or support to local communities. These commitments are included as part of the contractual agreement and monitored to ensure delivery.

SW will continue to include this as part of its sourcing and integrated supply chain management activities.

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5.7 Low carbon

Tenderers are requested to measure their carbon footprint and communicate their plans to reduce emissions and embodied carbon in its products supplied. SW will continue to include this as part of its sourcing and integrated supply chain management activities and publish an annual sustainability report.

5.8 Efficiency As part of demonstrating our commitment to delivering value for money, Scottish Water requires its tenderers to provide details of how costs are built up and detail which initiatives they plan to implement to improve efficiency during the lifetime of the framework.

These could be opportunities for improving efficiency by working collaboration with Scottish Water or its supply chain partners.

SW will continue to include this as part of its sourcing and integrated supply chain management activities.

5.9 Best Practice Employers

Scottish Water is committed to engaging with best practice employers. Tenderers are required to detail their commitment to how they propose to commit to being a best practice employer. This includes demonstrating that they take the engagement and empowerment of workers seriously; take a positive approach to rewarding workers at a level that can help tackle poverty (e.g. through a commitment to paying at least the living wage), adopting fair employment practices, providing skills and training which help workers fulfil their potential and not exploiting workers (e.g. in relation to matters such as the inappropriate use of zero hours contracts or “umbrella” companies). Additionally, Scottish Water expects its supply chain to comply with the requirements of the Modern Slavery Act. For suppliers with a turnover of >£36m, the mandatory statements are gathered and reviewed to ensure compliance. For suppliers with a turnover of <£36m, suppliers are requested to sign an annual statement, developed by Scottish Water to confirm their compliance. SW will continue to include this as part of its sourcing and integrated supply chain management activities. Scottish Water has an Anti-Slavery Policy and produces a Slavery and Human Trafficking statement on an annual basis which can be found on our web-site.

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6. Integrated Supply Chain Management Scottish Water has implemented a business wide Integrated Supply Chain Management (ISCM) approach that enables effective behaviours, processes and relationships to ensure the right outcome in support of the Scottish Water Vision. The definition is “Internal and External stakeholders working in a spirit of mutual trust and collaboration to support all parties business objectives – working to deliver for our customers & communities”

The objectives of ISCM are to:

- Optimise B2B Relationships - Be Customer Responsive & Sustainable - Assure & Enhance Performance & Value Together - Effectively Manage Risk & Opportunity Together

Figure 5 below shows the environment and the key business processes, relationships and engagement interfaces that we will work and improve upon. Many of these have shared responsibility across the business reinforcing the necessity for business wide engagement in the development of the ISCM approach.

Figure 5: ISCM Overview

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We believe that if we have robust business processes in place this will allow us build and maintain the right business-to-business relationships. This will allow us to help achieve our key objectives, supporting the Scottish Water Vision.

6.1 Performance Management

A new 2-way Performance Management approach has also been implemented, detailed in Figure 6 below, which focuses on embedding the right behaviours, mechanisms and outputs to measure suppliers and Scottish Water’s performance, including the health of the relationship. The outputs are evidence led, with clear roles and responsibilities identified, and each supply category is assigned a clear ‘business owner’ or ‘community’ of owners. This is a step-change for Scottish Water and requires engagement and collaboration across Scottish Water and the supply chain.

The outputs provide improved market understanding to inform business decision making in terms of allocating work, maximising opportunities for performance and efficiency and helping mitigate risk to both Scottish Water and the supply chain.

In order to identify the level of ISCM required for each supplier, the supply chain segmentation matrix is referenced and the quadrant a supplier is placed in will determine the level of ISCM required.

Figure 6: Scottish Water Performance Management approach

6.2 Capacity management

Scottish Water is aware of the impact it has on the supply chain and wider economy with respect to the forward planning and workload allocation.

Relationship Health Check

Performance Management

SupplierScottish Water

• Time/Delivery

• Cost• Quality• Safety

• Payment• Forecasting• Revenue / Workload

• Quality

• Trust Equation• Innovation/continuous

improvement• Integration

• Is ISCM working?

2-way Relationship Health Check

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To ensure effective forward planning and workload allocation it is vitally important that this is planned and managed. This will ensure that the scope and work type is allocated to the supplier/contractor with the capacity and capability to undertake the works within the required time-scales.

To facilitate optimum allocation, both for Scottish Water and the supply chain, it is important that current and future capacity is tracked and visible to the key stakeholders who are allocating the work.

A capacity tracker has been developed with our key contracting partners (Alliance, Tier 1 and rural supply chain).

We will continue to use and develop the capacity tracker in the contracting arena and consider the opportunity to gather this type of information across the wider supply chain.

6.3 Payment to suppliers Scottish Water is fully committed to ensuring its suppliers are paid in a timely manner. Standard Supplier payment terms are 30 days following receipt of invoice with which Scottish Water has no dispute. Scottish Water is committed to ensuring prompt resolution of any invoice issues to ensure timely payment. Within our framework agreements with contractors and sub-contractors, there is a requirement to pay sub-contractors within 30 days of an agreed invoice date. There are contractual consequences for contractors and sub-contractors who fail to adhere to this.

Scottish Water is fully committed to ensuring its supply chain is paid in a timely manner and issues are resolved as a priority.

6.4 Project Bank Accounts

Following the issue of SPPN 10 concerning project Bank Accounts, Scottish Water will use Project Bank Accounts (PBA) for certain types of projects procured after the 31st October 2016. This has been agreed with the Scottish Government and approved by the Scottish Water Supply Chain Steering Group.

SW will not use PBA’s within its already procured SR15 supply chain, or any call off or mini-competition undertaken within this supply chain, as these commercial terms have already been procured, negotiated and signed.

Scottish Water will use project bank accounts for any new procured building projects (as defined as office buildings) over the value of £4,104,394, and for any new civil engineering projects over the value of £50m.

For projects between the ranges of £10m-£50m, not delivered through the procured SR15 supply chain, Scottish Water will consider PBA’s as part of a suite of payment approaches for each major project within this value range as part of the Procurement Strategy Review, and decide on the most appropriate option at that time based on the supply chain design and project complexity.

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7. Strategy ownership & Contact details The owner of this strategy on behalf of the Scottish Government is Joe Rowan, our general Manager of Procurement and Supply Chain. The strategy covers the period FY17-18 and will be reviewed at least once a year by the Scottish Water Supply Chain Steering Group. We will publish any new versions on our website. Joe Rowan FCIPS General Manager Procurement & Supply Chain The Bridge, Buchanan Gate Business Park Cumbernauld Road Stepps, North Lanarkshire G33 6FB

E-mail: procurement helpline@scottishwater.co.uk

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Appendix 1 – Annual procurement plan

1. Contract/framework awards over the last 12-months Table 1 below details all new Contract/framework awards over the last 12-months.

Each of these contracts/frameworks were identified by Procurement and Supply Chain alongside key business stakeholders as key requirements to help support delivery of either operational or capital business requirements (or both in some instances) for SR15.

Table 1: Contract/framework awarded in FY 16-17

Contract Number

Contract Title Suppliers awarded

1 SW13/CAP/867 Tier 1 Waste Water Infrastructure Delivery Partners 9

2 SW13/NM/884 Topography and Utility Location Surveys 3

3 SW14/CAP/917 The Supply of Pumps 10

4 SW14/CAP/922 Screens and Screenings Handling 6

5 SW14/CAP/928 Hiring of Trenching, Shoring, Formwork and Falsework 5

6 SW14/CAP/942 Reservoir Supervision & Support Services 6

7 SW14/CAP/945 Trickling Filters 2

8 SW15/FPA/985 Security System Maintenance 1

9 SW15/CAP/990 Waste Water Packaged Plan 6

10 SW15/CAP/991 Supply and Installation of Fixed Standby Generators 1

11 SW15/S&W/993 Waste Management Services 5

12 SW15/CAP/995 Tier 1 Water Infrastructure Delivery Partners 3

13 SW15/FPA/1000 The Provision of Office Stationery 1

14 SW15/CAP/1004 Tier 1 Non Infrastructure Delivery Partners 5

15 SW15/ENY/1011 Supply & Installation of Photovoltaic Equipment 4

16 SW15/LAB/1014 Supply & Delivery of BOD & COD Analyser 1

17 SW15/LAB/1015 Ion Chromatograph 1

18 SW15/LAB/1019 PH & Alkalinity Analyser 1

19 SW16/EM/1036 Multismart Pump Station Manager 1

20 SW16/TI&T/1037 Design of Scottish Water Corporate Website 1

21 SW16/ACP/1038 Occupational Health Services (S GOV fwk 1044) 1

22 SW16/CAP/1041

The Provision of Temporary Dosing Solutions & the Supply of Odour Control Chemicals, Application Technology and Dosing Control 1

23 SW16/WP/1050 Bus Service Provision - The Bridge 1

24 SW16/ACP/1054 Tax Advisory Services 1

25 SW16/PRS/1059 The provision of All Employee Events 1

26 SW16/PE/1060 P&S for the Hire of Operated Plant Services 1

27 SW16/CSD/1061 Bottled Water Alternative Supply 1

28 SW16/S&W/1064 Specialist Services 1

29 SW16/ACP/1068 The Provision of Physiotherapy 1

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2. Community benefit

As part of our procurement activity for SR15 (2015-2021), our supply chain has committed to deliver a significant amount of community benefit.

Table 2 below details the number of Modern Apprentices (MAs) and Graduates that have been committed and delivered by our supply chain in FY15-16 & FY16-17. These are contractual commitments which is generally being met, with any deficit rolled into their commitment for the next FY.

Table 2 – Community Benefit

Financial Year MAs Committed

MAs Employed

Graduates Committed

Graduates Employed

FY15/16 11 13 25 39 FY16/17 (figures to date) 87.3 60 62.3 65

3. Supported businesses Scottish Water engage directly with Redrock Ltd for all document scanning requirements.

From a supply chain perspective, 8 of our suppliers have engaged with supported businesses in the last 12 months; mainly Haven recycling, Sign Factory & Protective Technology Solutions.

4. Forward procurement plan for the next 12-months

Table 3 below is a list of the procurement activity that will be launched within the next 12-

months.

Table 3 - Contract/frameworks to be procured in FY17-18

Contract Title Target launch date

1 The Provision of Manhole covers & frames Apr-17

2 The Provision of Access covers Apr-17

3 The Provision of EPDM Gaskets/MS Bolts, Nuts & Washers Apr-17

4 The Provision of Water Meters Apr-17

5 The Provision Occupational health services Apr-17

6 The Provision of Roller Shutter Door maintenance Apr-17

7 The Provision of Cost Intelligence and estimating IT system software Apr-17

8 The Provision of Behavioural Safety Consultancy Apr-17

9 The Provision Bottled Water (Alternative Supply) May-17

10 The Provision of Human Resources IT system software May-17

11 The Provision of Temporary chemical dosing services May-17

12 The Provision of Alarm and CCTV maintenance Jun-17

13 The Provision of Contractors and Consultants for Scottish Water Horizons Jun-17

14 The Provision of Property Ratings Advisor Jul-17

15 The Provision of IT security services Sep-17

16 The Provision of IT related commodiites (various) Sep-17

17 The Provision of Hydrographical Surveys & Data Collection Dec 2017