CCS invests further £800,000 into training programme for local government

Crown Commercial Service (CCS) has announced further investment in the Contract Management Pioneer Programme (CMPP) to help improve commercial capability across the local government sector. 

This additional funding to support the CMPP through to April 2026 supports the Government’s commitment to kickstart economic growth, offering vital training and support to improve contract management capability.

These skills are vital to help authorities achieve their full commercial potential and achieve the maximum value for public money.

Since launching in November 2021, the CMPP has engaged with commercial colleagues from over 80 councils across England. As of March 2025, 92% of councils participating in

CMPP saw an improvement in contract management practices with 144 learners achieving full accreditation through the programme to date.

By investing further into the programme, CCS aims to:

  • improve contract management skills across local government
  • equip participating councils to sustain and build on improvements in the way they manage commercial delivery
  • inform and enable meaningful organisational change around contract management
  • empower colleagues to implement best practice and achieve the best value from the billions of pounds worth of contracts they manage every year

What is the Contract Management Pioneer Programme?

The CMPP programme is a collaborative partnership between CCS and Local Partnerships, a public sector consultancy jointly owned by the Local Government Association, Welsh government, and HM Treasury. 

The CMPP provides commercial capability training, provided by the Cabinet Office, to local government colleagues across the country.

It aims to enhance contract management skills and capabilities across the local government sector by:

  • offering funded training opportunities for commercial colleagues on the practitioner-level accreditation course, tailored to address practical challenges
  • working directly with councils to progress their contract management capability and
  • share the learning with other local authorities
  • creating networks for both learners and Senior Responsible Officers, to build communities of practice among participating councils
  • promoting knowledge-sharing, best practice and peer learning by fostering collaboration between councils, leveraging their collective experiences and insights
  • developing individualised improvement roadmaps for each participating council to target their specific transformation goals in contract management
  • offering innovative resources, including the CMPP toolkit and Business Process Mapping (BPM), to serve as legacy support for councils beyond the programme’s duration

The Government’s new National Procurement Policy Statement calls on organisations across the public sector to play their part in ensuring value for public money. The CMPP underpins this procurement priority by helping local authorities maximise the value in their purchases. 

This is achieved by putting the appropriate commercial capability and standards in place to allow these authorities to procure and manage contracts effectively, so they get the most for their money. 

David Bemrose, CCS’s Head of Account Strategy for Local Communities and Housing, said:

We are delighted to be able to continue our collaborative work with Local Partnerships and the Local Government Association to build meaningful commercial capability across the local government sector. 

This continued investment is a demonstration of the value CCS adds beyond cost savings to the public sector and how we use our expertise to achieve the best outcomes for local citizens. 

Lee Redmond from Orbis Procurement representing Surrey County Council, added:

The training available through the Contract Management Pioneer Programme is very thorough and I’m really impressed. If I go back a few years, the resources available were very limited, usually this meant having to invent our own tools, templates and approaches. 

If I fast forward to today the resources have increased phenomenally, and we don’t need to reinvent things which has helped capacity constraints and raises the standards in individual councils and across the public sector.

Learn more

Find more information about our work in supporting local government, visit our dedicated webpage.

To find out more about the CMPP, visit Local Partnerships’ website. 

We’re making our website easier to use – changes in November

A new navigation bar

You told us you found it hard to locate things on our website. We listened.

Working together with buyers and suppliers, we tested potential solutions and developed a new navigation bar.

The webpages and content remain the same, but how we’ve grouped them has changed. These changes should make it easier to find the information you need.

Improved agreement detail pages

Over the coming months, you’ll notice our agreement detail pages are evolving.

We’ve listened to your feedback and are now transitioning our agreements to a better page template.

The new page includes:

  • a linked contents section to help you navigate quickly to what you need
  • an ‘at a glance’ section that provides the most important information in tabs, reducing the need to scroll
  • a documents section that provides context on what each document is for and when to use it

We’re adopting a phased approach to this transition. All new live agreements will use the template from November.

On-page feedback

We recently added an on-page feedback feature at the bottom of each page. This means you can give us quick, actionable feedback.

We’ve already received thousands of responses that have helped us improve your experience and prioritise future improvements.

Help us continue to improve

The more you share, the more we can help. To share more detailed feedback, please use our website experience survey.

If you are interested in taking part in future rounds of user research, register your interest through our user research volunteer form.

CCS and DfE keep vital therapy going for children with severe learning disabilities

CCS and DfE helped Nexus Multi Academy Trust secure affordable energy for its schools during the cost-of-living crisis.

The new energy solution means children with severe learning disabilities across Sheffield and Nottingham can continue to access vital swimming therapy.

Swimming for children with severe learning disabilities

Swimming is an important therapy in schools for children with severe learning disabilities. It creates independence, self-esteem and an inclusive social setting.

The Nexus Multi Academy Trust runs 20 schools across Sheffield and Nottingham for children aged 3 to 19 who have severe learning disabilities.

Its mission is to create an environment where all students can flourish, supporting their academic and personal development.

An important part of this support is providing one-to-one swimming lessons in warm, sensory hydro pools. These specialist pools provide sensory stimulation, motor skill development and crucial therapeutic support.

The pools are vital for the health, motivation, learning, and physical skill development of the students, which in turn helps their families.

Kaley McRobbey, parent of a child who attends a Nexus school said:

My son, Max, has autism spectrum disorder, and has experienced challenging behavior since starting school. Swimming provides him with immense enjoyment, offering a time when he can laugh and joke freely.

Seeing him in the water brings us comfort during the difficult days. It’s truly special to see him relax and be the happy child we know he is, a side of him that isn’t always visible at home.

High energy prices threatened pool closures

Keeping the pools warm costs the Trust a significant amount of money. In 2022, energy prices around the world suddenly increased, leading to a cost of living crisis in the UK.

The Trust’s existing energy contracts were ending right when prices were spiking, which meant the heating bills would soon impact their budgets.

The Trust was concerned that they might have to close the heated pools that are a crucial part of the children’s physical and emotional support. They wanted to find a way to keep the pools open.

As Lana Stoyles, Head of Business Transformation for the Trust, explained:

In 2022, we faced huge energy price rises. Our fixed-price contracts were expiring, and we thought we might have to close our swimming pools. These pools are vital for our students and their wellbeing.

Working together creates value for the nation

Lana and her team began to explore the best energy deals for the academy, but found the market complex and difficult to navigate. They turned to our specialised risk-managed energy procurement service for support.

Diane Spencer, Commercial Manager for Energy at CCS explains:

Our recommended way to meet the academy’s needs was our Supply of Energy 2 agreement. This agreement offers more control over rising costs, through collective purchasing, helping to protect public sector customers like Nexus from pricing volatility.

Diane added:

Beyond the immediate savings, this framework gave the Trust greater budgetary certainty and stability in an often volatile market. We gave them confidence to focus on their core mission: education.

Department for Education and CCS work together on Energy for Schools initiative

In 2023, CCS and the Department for Education (DfE) worked together to bring all schools and academies under the DfE Energy for Schools umbrella.

Their goal was to simplify procurement, reduce costs, and stabilise school budgets in a highly volatile energy market.

Diane said:

Through this collaboration, schools can now benefit from the massive aggregated volume of all public sector energy purchased by CCS, the UK’s largest non-utility energy buyer. This buying power secures highly competitive, best-value rates that individual schools or smaller trusts could never achieve alone.

By working with both CCS and the Department for Education, schools can now get dedicated support for onboarding, queries, and energy management and save an estimated average of 36% compared to their previous high rates.

The new energy deal meant Nexus Trust could protect their vital swimming programmes for vulnerable children for the foreseeable future.

Warren Carratt, Chief Executive Officer of Nexus Multi Academy Trust said:

Working with CCS and utilising energy through the Energy for Schools Service has allowed us to protect our workforce and continually invest in a quality education for children and young people without cost liabilities restricting our decisions.

Working together means we can continue to break down barriers to opportunity as part of the government’s Plan for Change mission so every child, no matter their background, can achieve and thrive. Helping all children receive the support they need to flourish, regardless of their circumstances.

Value beyond cost savings

This meaningful collaboration shows how strategic public procurement can create real value for the UK, beyond cost savings. We support essential services across the nation, helping those who need them most.

Through collective purchasing power (otherwise known as aggregation), CCS helps public sector organisations get the best value for UK citizens.

Find out more

Changes to our agreements in October

Welcome to our monthly commercial agreement update to help you with your procurement planning. We will publish it online each month and also share it in our newsletters and on our social media channels.

A commercial agreement, or agreement, can refer to frameworks, dynamic purchasing systems (DPS), open frameworks, closed frameworks and dynamic markets.

This update provides a brief summary of what has been awarded, extended or expired during the previous month. It also outlines what is due to expire in the next 3 months.

You can get an overview of all of our live agreements in our interactive digital brochure.

Agreements awarded in October

Agreements extended in October

Agreements that expired in October

Agreements due to expire in the next 3 months

Further information

If you need further details about any of these agreements get in touch.

You can also find out what new procurements we are working on by exploring our upcoming agreement page.

If you don’t currently receive our monthly customer newsletter why not also subscribe to receive these updates and more directly to your inbox? Fill in this short form.

CCS aids programme to help local government fight climate change

We are delighted to have extended our funding for a sustainability programme to support local councils to combat climate change, in partnership with the Local Government Association (LGA). 

The LGA’s Sustainability Improvement Programme (SIP), which we have invested in since October 2023, gives councils across England tools and opportunities to build sustainability capability and capacity. 

The latest round of funding of around £180,000 will support the programme until March 2026, bringing our total investment in the programme to nearly £900,000. 

What has the sustainability programme achieved so far?

Since the programme started:

  • 312 of the 317 local authorities across England have taken part in various aspects of the programme
  • 2,900 individuals, both from sustainability roles and those in other areas of expertise within councils, have attended events and training
  • 261 councils downloaded the programme’s Greenhouse Gas Accounting tool, standardising measuring emissions for the whole sector
  • a Sustainability Action Network meeting every three months has been set up, with 146 councils contributing to this network as of October 2025
  • various action learning set workshop series have been presented to 27 councils, including two series focusing on sustainable procurement
  • 237 officers and councillors have taken part in LGA Sustainability Masterclasses to achieve carbon literacy accreditation

The SIP gives councils reliable, data-based methods to help them choose the most important actions for reaching the UK’s carbon net zero goals and supporting the Government’s mission of achieving clean energy by 2030.

The programme aims to help local authorities get to grips with their sustainability practices and guide them on the journey towards carbon net zero through:

  • building capability – providing learning, skills, and guidance to help councils meet their climate and adaptation targets, through masterclasses and workshops that will highlight important sustainability themes and upskill participants
  • tools – creating free-to-use tools like a greenhouse gas accounting tool and waste emissions calculator to help councils create baselines for their current performance and enable easier emissions tracking
  • networks – continuing to engage with councils through an online sustainability hub and a monthly sustainability bulletin, and allowing councils to engage with each other through an officer communities of practice network

Eddie Gibson, National Strategic Account Manager for Local Communities and Housing at CCS, said: 

We are delighted to have extended our investment into the sustainability programme and to continue working in partnership with the LGA to help meet the national target of achieving carbon net zero. 

Building capability around sustainability in this sector is a demonstration of how we provide value for the nation by supporting the public sector to achieve broader social outcomes and benefits.

Jane Scullion, Leader of Calderdale Council and Chair of the LGA Improvement Committee, said: 

As the leaders of local areas, only councils can lead targeted local climate action in our villages, towns and cities, councils are at the forefront of local sustainability action. 

Through the continuation of this programme and partnership with Crown Commercial Service, the LGA will be able to support councils with carbon reduction and adaptation measures.

Ariane Crampton, Zero Carbon Oxfordshire Partnership and Programme Manager, Oxfordshire County Council, said: 

The sustainability improvement programme from the LGA is a unique national collaboration space for peer-to-peer learning and support between local authorities. The benefit of this knowledge exchange translates as time and money saved on developing programmes, as often ideas can be replicated by other councils quite easily.

The support provided by the LGA and fellow councils helps develop skills and resilience among sustainability teams, which is invaluable given the challenging nature of these roles.

Find out more

To find out more about the sustainability programme, visit the LGA’s Sustainability Hub and sign up for their e-bulletin.

To read more about how CCS is supporting the UK’s journey visit our carbon net zero page.

New CCS agreement supports UK transport technology modernisation and digitalisation

We have launched a new transport technology agreement called RM6347 Transport Technology. This agreement replaces RM6099 Transport Technology & Associated Services.

This new agreement offers a simple and flexible way for you to buy the technology you need for road, rail, aviation, and urban transport systems across the UK.

The Transport Technology agreement goes live on 4 November 2025 and will run for 6 to 8 years.

Helping cut emissions with clean technology

This new agreement helps Britain become a leader in clean energy by investing in new technologies that reduce emissions. Areas include:

  • electric vehicle (EV) infrastructure that helps reduce anxiety about the transition from internal combustion vehicles to EVs
  • smart ticketing for integrated public transport
  • services to ensure the right solutions meet local user needs 

These capabilities help authorities spend public money on meaningful improvements to daily life, supporting infrastructure that enables worry-free EV adoption and better, more accessible public transport.

This ensures public money is spent on practical improvements to daily life, such as cleaner air and better transport.

You can find other agreements that help cut emissions using our find a carbon net zero solution tool.

Modernising transport technology improves citizen experiences

This agreement helps create value for the nation by modernising how public sector organisations buy transport solutions. This benefits citizens beyond just cost reduction.

Here’s how this will improve everyday travel for citizens:

  • real-time information on integrated apps helps reduce journey times and uncertainty for travellers
  • artificial intelligence-powered traffic systems cut congestion and emissions, leading to smoother, greener journeys
  • predictive maintenance prevents delays by fixing issues before they cause major failures, keeping the network reliable

Modern transport solutions available through the agreement

Designed to support transport modernisation and digitalisation across all modes of transport throughout the UK, the replacement agreement helps:

  • local authorities to buy smart traffic management systems such as adaptive traffic signals, real-time monitoring networks, and intelligent pedestrian crossing systems
  • rail operators to access digital ticketing solutions and network monitoring services
  • city councils to source electric vehicle charging infrastructure and parking management solutions through one comprehensive agreement
  • airports to purchase security systems and environmental monitoring technology

Fewer barriers, more efficient procurement processes

By removing barriers that constrain public sector procurement, the new agreement increases customer flexibility with no limitations on the number of suppliers, no value restrictions on call-off contracts, and contract lengths that can be set by customers to align with specific project requirements.

Dr Philip Orumwense CBE, Chief Technology Procurement Officer and Commercial Director, Crown Commercial Service explains:

“We have collaborated with partners across the public sector including suppliers and public sector bodies to develop this agreement which is based on national strategies. Buyers can source all their transport technology and service requirements in one place through this agreement from the accredited suppliers.

Built to support delivery of local and national transport plans and newly nationalised services, the agreement will serve all levels of Government and the wider public sector, and all scales of requirement. Crown Commercial Service through this agreement aims to support the delivery of national transport plans and strategies.

By using the new regulations and removing traditional barriers such as supplier limits and contract value restrictions, this agreement creates more flexibility for buyers. We have additionally deployed SME friendly and innovative features in support of UK businesses across all transport modes.”

Innovations

This new agreement makes it easier to buy and manage transport services. Here are the main improvements:

Full use of new regulations

The agreement uses all the benefits of new procurement regulations so we don’t give you one way of working. Instead, we use our category management knowledge to recommend the best ways to get value for money, and support you in developing your requirements, tender and contract.

An easier buying process with more flexibility for customers

No limits on the number of suppliers, contract values, or how long contracts run, giving customers more choice in how they buy. The removal of barriers also creates opportunities for small to medium enterprises (SMEs).

Modern contract terms

Updated to Public Sector Contracting terms and conditions, combined with lots designed for specific market areas, creating a less complex approach while ensuring all regulatory requirements are met.

Comprehensive lotting structure

Each lot covers all the services customers need in one area. For example, the parking services lot includes professional advice, day-to-day management, enforcement, and new infrastructure – which means customers don’t need to run separate competitions.

Lotting structure for RM6347 Transport Technology

The framework comprises 8 primary lots, split into sub-lots to support specific markets: 

Lot 1 – Transport Professional Services

Lot 2 – Transport Data Services

Lot 3 – Parking Management

Lot 4 – Environmental Monitoring & Climate Resilience

Lot 5 – Enforcement, Security and Compliance

Lot 6 – Zero Emission Vehicle Infrastructure

Lot 7a – Transport System Integration

Lot 7b – Smart Ticketing

Lot 7c – Transport Network Management

Lot 8a – Network Devices

Lot 8b – Cabinets, Furniture, Storage and Ancillaries

Lot 8c – Lighting & Electrical

Lot 8d – Traffic Management Technologies

Lot 8e – Detectors, Informing and Communication Technologies

Find out more

To learn more about the Transport Technology agreement visit the agreement page or contact the CCS Service Desk at info@crowncommercial.gov.uk.

Updated action plan for small and medium-sized enterprises

This article includes what this means for SMEs, the actions we will undertake in the next 12 to 18 months and the link to the new action plan.

Our new small and medium-sized enterprise action plan 

Our latest Small and medium-sized enterprise (SME) action plan reaffirms our role in addressing and reducing barriers making it easier for SMEs to bid for government contracts. It also outlines how we are enabling customers to increase their spend with SMEs.

Seven actions we are taking to support small and medium-sized enterprises when bidding for public sector contracts

The updated plan details 7 improvements we will achieve within the next 12 to 18 months to reduce and remove barriers to SMEs bidding for government contracts.

The actions address the need for early consultation with SMEs, even before market engagement for a commercial agreement. This helps SMEs to understand the opportunities available to them; how they can get onto CCS commercial agreements, and what guidance and support is available. The actions are as follows:

    1. Encourage early networking opportunities
      We will provide and help to support regional Government Meet the Buyer events. This will help SMEs to network and engage with CCS, other SMEs and public sector buying organisations early and increase their understanding of the opportunities and guidance available to them.
    2. Publish supplier specific articles and guidance
      We will continue to write articles for our supplier specifics series. These articles will contain helpful advice and guidance from our experts and will address feedback gained from our SME community.
    3. Increase transparency of upcoming CCS agreements
      We will publish a recorded overview of CCS agreements where tender release is expected in the next 6 months. This will help SMEs to prepare their bidding pipeline.
    4. Provide Public Sector Contract guidance
      We will produce guidance to help SMEs navigate terms and conditions during the bidding window. This will help SMEs make better use of bidding time.
    5. Increase signposting to Central Digital Platform
      We will help more small businesses find and use the CDP by pointing them to the support and guidance available on GOV.UK.
    6. Provide buyers with up to date spend data
      We will provide buyers with comprehensive data which will help them to understand the SMEs available under live CCS agreements and track their spend with SMEs. This will help buyers to set and monitor their direct spend targets, further reducing procurement barriers for SMEs.
    7. Continuously improve internal processes to consistently consider SMEs throughout the procurement lifecycle
      We will provide commercial agreements that highlight to buyers how SME needs and benefits have been considered, and how the agreement can support their SME goals

Richard Denney, Commercial Operations Director, and Senior Sponsor for SMEs, said:

SMEs have always been a key component of the commercial agreements we create, recognising the benefits that they bring to our supply chains and, more broadly, the economy.

Our updated action plan sets out how and why SMEs should work with CCS, where to find opportunities and the actions we are taking to reduce and remove barriers for SMEs in bidding for contracts. This plan demonstrates how we are supporting our customers to improve the value and outcomes they deliver through their commercial activity.

Find out more about our action plan

To find out more about how CCS is supporting suppliers of all sizes, read our action plan.

Supplier relationship management: how to manage supplier relationships effectively

What is supplier relationship management?

Supplier relationship management (SRM) is the ongoing monitoring and evaluation of suppliers that provide your organisation with goods, materials, or services. 

Effective SRM means building and maintaining positive relationships with suppliers through regular communication, collaboration, and shared objectives. It starts during the bidding phase. Poor supplier relationships can increase organisational risk, cause contract mismanagement and even lead to legal disputes.

Benefits of effective supplier relationship management

Strong supplier relationships help procurement professionals deliver value, smooth contract performance and achieve better outcomes.

If carried out effectively SRM can:

  • optimise procurement relationships to achieve cost savings 
  • reduce risks within your organisation 
  • ensure compliance throughout your supply chain 
  • foster strong collaboration

For example, a school undertaking a construction project can benefit from proactive supplier management. Early identification of risks, from on-site safety hazards to contractual and financial uncertainties, helps the project run smoothly and reduces the chance of delays.

What are the challenges of supplier relationship management? 

While SRM is crucial, buyers may face several challenges, including: 

  • complex global supply chains and corporate structure: as supply chains become increasingly global and complex, managing relationships across multi-tiered suppliers becomes more challenging
  • maintaining supplier compliance: staying on top of policies, procedures, technology, etc. is an ongoing process, not a one-off checkbox. It needs to be continued post-award throughout the lifetime of your contract
  • technological integration and resource limitations: implementing new technologies for supplier relationship management can be costly and time-consuming

Five tips for successful supplier relationship management

  1. Develop strategic partnerships

Treat suppliers as partners, not just service providers. Segment suppliers based on their value and risk to prioritise relationships. 

  • low-value, low-risk contracts may only need a transactional approach
  • high-value, high-risk contracts benefit from closer collaborative partnerships

2. Manage risks

Identify and assess potential supply chain disruptions, pricing changes, or supplier delays. Implement mitigation strategies to minimise impact.

3. Monitor performance

Establish clear key performance indicators (KPIs) and track supplier performance. Regular evaluation helps to identify improvement opportunities and collaborative problem-solving.

4. Communicate and collaborate

Maintain open dialogue through regular review meetings. Share feedback, and expectations to build trust and accountability.

5. Ensure compliance 

Ensure all procurement activities follow public sector regulations and government policies.

How to run a supplier review meeting 

Review meetings help maintain transparency, address issues proactively, and strengthen supplier relationships. They are vital for effective SRM in the UK public sector.

Five tips for successful supplier review meetings 

  1. Plan and prepare 
    • establish a clear agenda focusing on KPIs , delivery updates, challenges, and opportunities
    • review previous meeting notes, data and any relevant contractual commitments
    • share the agenda with the suppliers in advance
  2. Set a regular schedule
    • schedule review meetings at consistent intervals to encourage ongoing engagement
    • use calendar invites and reminders to encourage attendance
  3. Create a collaborative dialogue
    • use reviews as opportunities for mutual problem-solving rather than just performance reporting
    • be open to supplier feedback expertise and innovations
  4. Address issues and risks early
    • identify any delivery or quality concerns early, agree on action points and deadlines to ensure accountability and track improvement
  5. Document and follow up
    • record key discussion points, agreed actions, and timelines
    • follow up regularly to track progress on improvement initiatives or corrective actions
    • adapt the relationship as needed based on review outcomes

Help and support

Explore our Procurement Essentials articles to learn more . 

If you are a public and third sector buyer read the latest CCS digital brochure for information,  guidance and full details of our commercial agreements. 

What suppliers need to know about modern slavery policy in procurement

This article explains what you need to know about the government’s modern slavery policy if you’re a small or medium-sized enterprise (SME).

What is Modern Slavery?

Modern Slavery is often a hidden crime involving denying another person’s freedom. It includes:

  • slavery
  • forced and compulsory labour
  • debt bondage
  • human trafficking

The government introduced the Modern Slavery Act in 2015 to tackle these crimes.

What is Procurement Policy Note 009 and why was it introduced?

The UK government uses Procurement Policy Note (PPN) 009 to address modern slavery. PPN 009 makes sure public sector buyers (contracting authorities) identify and manage the risk of modern slavery occurring in their supply chains.

Modern slavery risk must be considered throughout the commercial lifecycle. Starting at the pre-market engagement (PME) stage to procurement and contract delivery.

Modern slavery risk assessment starts with market engagement

A public sector buyer’s (contracting authority’s) proposed approach to modern slavery should be tested with potential bidders during pre-market engagement. This is to make sure:

  • it’s not burdensome or likely to deter SMEs and voluntary, community, and social Enterprises (VCSEs) from bidding
  • the approach is relevant to the risk

You can find more information in Section 2 of PPN 009: Guidance on tackling modern slavery in government supply chains.

Pre-market engagement provides SMEs and VCSEs with an opportunity to:

  • provide feedback on the modern slavery risk rating
  • highlight any initiatives and measures they already have in place to tackle modern slavery risks in their organisation and supply chains

Modern slavery mandatory exclusion offences

Under the Procurement Act 2023, bidders who have committed modern slavery offences within the last 5 years face automatic removal (known as mandatory exclusion),  unless they can show remedial action (correcting the issues identified in the offence).

Evidence of modern slavery without a conviction may also result in removal (discretionary exclusion).

What modern slavery questions must bidders answer in a procurement specific questionnaire?

Bidders (potential suppliers) included in Section 54 of the Act have an annual turnover above £36 million, and carry out a business, or part of a business, in the UK.

They must write and prepare a slavery and human trafficking statement which must be reviewed, updated and published every year, within 6 months of each financial year end.

Modern slavery statements should be published in a prominent place on the bidder’s UK website.

A bidder’s statement must:

  • clearly state that board approval has been given, include the date of approval and be signed by a Director (or equivalent) 
  • detail the steps taken during the financial year to ensure that slavery and human trafficking is not taking place in supply chains and in any part of its own business
  • set out where supply chains are located 
  • describe the nature of risks in relation to those locations

Bidders must provide a link to the statement that appears in a prominent place on their organisation’s UK website homepage.

How are bidders evaluated for modern slavery risk at procurement award? 

Some contracts – like those for electronics – are at higher risk of modern slavery occurring within the supply chain. In these circumstances a buyer (contracting authority) may decide to include:

  • policy outcomes from the Social Value Model  such as “Tackling Workforce Inequality” referenced in PPN 06/20, or “Fair Work” referenced in PPN 002 and the accompanying Model Award Criteria (MAC) “Identifying and managing the risks of modern slavery” under Mission 1) in their procurement and contract 
  • a relevant Modern Slavery Award Question requiring bidders to show action to identify and manage the risks of modern slavery throughout the contract
  • requirements to manage modern slavery risk in supply chains (where these issues are proportionate and relevant to the subject matter of the contract in their specification)

Read more on how we assess and award suppliers who bid for a place on our agreements.

Modern slavery compliance: 4 things small and medium enterprises need to know

It’s important bidders know that commercial teams must consider the impact of PPN 009 on SMEs and VCSEs. This means that when applying the PPN they must:

  1. Ensure barriers to participating in new procurements are not created for SMEs, adhering to Section 12 (4) of the Procurement Act 2023.
  2. Not place unnecessary burdens on SMEs and VCSEs when assessing risks in existing contracts, considering proposed terms and conditions, reporting and KPIs.
  3. Ensure modern slavery risks are clear to potential bidders.
  4. Avoid adopting a blanket approach to tackling all risks in the same way – the approach should be proportionate based on the risks identified.

Tips for small and medium enterprises on navigating the Government’s modern slavery policy process

  1. Read the Home Office’s publish an annual modern slavery statement guide.
  2. Read the Home Office’s updated Transparency in supply chains: a practical guide.

These will help you identify if your organisation needs to publish a modern slavery statement and what to include in it.

How is modern slavery managed within existing contracts?

  • all suppliers in high or medium risk categories (such as construction or technology) may be invited to use the modern slavery assessment tool (MSAT) or an equivalent tool
  • we carefully review MSAT assessment results and hold follow-up discussions with suppliers who have a high or medium risk score
  • we work with suppliers to put effective risk mitigation plans in place

How is Crown Commercial Service helping to tackle modern slavery?

At Crown Commercial Service we use the best modern slavery assessment methods available to us – this means our customers can feel assured when buying through our agreements. 

Find out more about how we’re helping customers tackle the modern slavery risk in their supply chains. 

Read more supplier guidance

Looking for more helpful guidance to help you supply to the public sector? Read more in our supplier specifics series.

Feedback

We always welcome feedback, suggestions or queries. Please submit your feedback to smefeedback@gca.gov.uk

Changes to our agreements in September

Welcome to our monthly commercial agreement update to help you with your procurement planning. We will publish it online each month and also share it in our newsletters and on our social media channels.

A commercial agreement, or agreement, can refer to frameworks, dynamic purchasing systems (DPS), open frameworks, closed frameworks and dynamic markets.

This update provides a brief summary of what has been awarded, extended or expired during the previous month. It also outlines what is due to expire in the next 3 months.

You can get an overview of all of our live agreements in our interactive digital brochure.

Agreements awarded in September

Agreements extended in September

No agreements were extended in September.

Agreements that expired in September

Agreements due to expire in the next 3 months

Further information

If you need further details about any of these agreements get in touch.

You can also find out what new procurements we are working on by exploring our upcoming agreement page.

If you don’t currently receive our monthly customer newsletter why not also subscribe to receive these updates and more directly to your inbox? fill in this short form.