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EMPLOYMENT RELATED SUPPORT SERVICES FRAMEWORK AGREEMENT MINI COMPETITIONS FOR THE PROVISION OF THE WORK PROGRAMME

Invitation to Tender Form

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Tender Round title: Organisation Name: Lot: Contract Package Area (CPA):

The Work Programme G4S Lot 1 South East (2) CPA10

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PART 1: ORGANISATION DETAILS

[1.1] Your response to Part 1 is for information purposes only. If any of this information has changed since the Framework Agreement application stage, please state this within the table below including a short explanation as to why. If you cannot provide any of the information below please explain this within the table. DWP will not be responsible for contacting anyone other than the persons named in this part of your form. If any of this information changes during the bidding period you must inform DWP of the changes by email to: WORK.PROGITTCLARIFICATION@DWP.GSI.GOV.UK Name of the Legal Entity in whose name this tender is submitted and with whom DWP will contract: Trading Name (if different from above): Company Registration Number: Company Registered address: G4S Regional Management (UK&I) Limited G4S 03189802 Sutton Park House 15 Carshalton Road Sutton Surrey SM1 4LD

Head Office Address, if different: VAT Registration Number: Website Address (if any): Name, address and company registration number of parent company, where applicable: 274 1901 62 www.g4s.com/uk and www.g4swelfaretowork.com G4S Plc The Manor Manor Royal Crawley West Sussex RH10 9UN 4992207 [REDACTED] Managing Director, Welfare to Work G4S Welfare to Work 7 Carlos Place, Mayfair, London, W1K 3AR [REDACTED] [REDACTED] [REDACTED]
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Name and Job Title of main contact: Address:

Telephone no: Mobile telephone no: Fax no:

RESTRICTED COMMERCIAL IN CONFIDENCE E-mail address: Alternative contact Name and Job Title: Address (if different from above): [REDACTED] [REDACTED] - Business Development Director Sutton Park House 15 Carshalton Road Sutton Surrey SM1 4LD [REDACTED] [REDACTED] [REDACTED]

Telephone no: Mobile telephone no: Contact e-mail:

PART 2: TENDERER DECLARATION

[2.1] You must complete this Declaration by Tenderer. Failure to include this declaration may result in your bid being disqualified. To: The Secretary of State for Work and Pensions

For the benefit of the Department for Work and Pensions, we hereby warrant and undertake as follows: 1. We have examined, read, understand and accept in full the proposed Contract documents and all other documents and Annexes provided with this declaration and the clarifications issued during the Invitation to Tender period. 2. We have completed and submitted all information required in the Invitation to Tender Form in the format and order required. 3. We confirm the information set out in our response is complete and accurate to the best of our knowledge and belief. 4. We hereby acknowledge and agree that we have read, understand and accept the Work Programme Call-Off Terms and Conditions, the Work Programme Specification and the draft Order Form.

Scanned Signature:

[REDACTED]
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Date: Name:

10th February 2011 [REDACTED]

Job Title:

Managing Director, Welfare to Work

Duly authorised to sign Tenders on behalf of: G4S Regional Management (UK&I) Limited Name of Organisation: G4S

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PART 3: THE WORK PROGRAMME CALL-OFF CONTRACT TERMS AND CONDITIONS - ALTERNATIVE AND/OR ADDITIONAL CLAUSES
[3.1] 3.1 The terms and conditions of The Work Programme will be the Standard Call-Off Terms and Conditions (set out in Schedule 4 of your Framework Agreement), as modified by The Work Programme service requirements (The Work Programme Additional Requirements). The Work Programme Additional Requirements are set out in the Call-Off Terms and Conditions for The Work Programme which is supplied with your Invitation to Tender. A document highlighting the modifications made to the Standard Call-Off Terms and Conditions to reflect The Work Programme Additional Requirements is also supplied with your Invitation to Tender; for ease of identification, the changes made since the draft version issued on 8 December 2010 are shown in boxes within the document. Any proposed amendments to The Work Programme Additional Requirement must be detailed by completing the section below, giving full details of the clause(s) you wish to amend and your proposed amendments. DWP will consider proposed amendments strictly on their merits. Please note that you may only propose amendments to The Work Programme Additional Requirements; proposed amendments to the Standard Call-Off Contract Terms and Conditions will not be considered.

3.2

3.3

Comments on The Work Programme Additional Requirements: G4S have reviewed the terms and conditions proposed by the Authority in the Invitation to Tender. There are a small number of issues which we believe will need further discussion as they could impact on ensuring value-for-money pricing for the Work Programme. MINI COMPETITION ADDITIONAL REQUIREMENTS (For Framework Supplier Comments only) Proposed amendment with proposed wording G4S notes the Authoritys requirement for the Contractor to provide a parent company guarantee. G4S are willing to provide a parent company guarantee, subject to the terms of the guarantee being agreed between the parties. The proposed form of guarantee was provided previously by the Authority and G4S has reviewed the wording and submitted its proposed amendments to the Authority. Clause 2.2 (Volumes) Clause 2.2 of the Contract states that the Contracting Body gives the Authority no form of volume guarantee in relation to the volumes of the Services which the Contracting Body will procure from the Contracting Body during the Contract Period. G4S understands the inherent uncertainty around the volume of the Services that will be required in future years and accepts that the Contracting Body can not accept any
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Clause No. Clause 1.11 (Guarantee)

RESTRICTED COMMERCIAL IN CONFIDENCE MINI COMPETITION ADDITIONAL REQUIREMENTS (For Framework Supplier Comments only) Proposed amendment with proposed wording risk exposure on the basis of the changing economic climate. Nevertheless, G4S believes that the Contracting Body should amend the wording of the Contract to clarify the rights and position of Prime Contractors within the market in relation to the provision of the Services: 2.2.3 The Contracting Body hereby covenants and undertakes to the Prime Contractor that during the Contract Period the Contracting Body shall not: (a) itself provide similar services to the Services in respect of any Customer Group in any Contract Package Area for which the Prime Contractor is obliged to provide the Services under the Contract; and/or (b) enter into any agreement with any person to provide similar services to the Services in respect of any Customer Group in any Contract Package Area for which the Prime Contractor is obliged to provide the Services under the Contract, other than the Competing Prime Contractors appointed by the Contracting Body on or about the date on which the Parties entered into the Contract. Clause 2.14 All bidders would benefit from greater clarity regarding the operation of (Shifting Market the mechanism for shifting market share which is set out in Clause Share) 2.14. At present, this Clause of the Contract does not specify the details of the operation of the Positive or Negative Market Shift Mechanism that will be applied if the trigger conditions are met in the case where there is one Competing Prime Contractor. Clause 2.14.5 of the Contract simply states that where the conditions in Clause 2.15.6 have been met then the Negative Market Shift Mechanism may be operated by the Contracting Body (at the sole discretion of the Contracting Body) in respect of that Customer Group and similar wording is included in Clause 2.14.7 in relation to the Positive Market Shift Mechanism. Negative Market Shift Mechanism is defined in Clause 1.1 as meaning the mechanism by which the number of new Customers referred to a Competing Prime Contractor is increased by five (5) percentage points and similar wording is included in Clause 1.1 in relation the definition of the Positive Market Shift Mechanism. G4S believes that the definitions of the Positive and Negative Market Shift Mechanism need to be amended slightly to more accurately reflect the requirements of the Contracting Body. As the Contracting Body will not give any volume guarantees under the Contract, the definitions should refer to the adjustment of the proportion (and not the number) of new Customers that are referred to Contract Package Area Suppliers by the Contracting Body and which are referred to the Prime
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Clause No.

RESTRICTED COMMERCIAL IN CONFIDENCE MINI COMPETITION ADDITIONAL REQUIREMENTS (For Framework Supplier Comments only) Proposed amendment with proposed wording Contractor. G4S also believes that, whilst it may seem self-evident that an decrease in the proportion of new Customers referred to the only Competing Prime Contractor will result in a corresponding increase in the proportion of new Customers referred to the Prime Contractor, the application of the Market Shift Mechanism is best expressed, for the avoidance of doubt, in the Contract in terms of the impact on the Prime Contractor and not on Competing Prime Contractor. We would therefore suggest that the Contract is amended as follows:
1.1 Negative Market Shift Mechanism means the mechanism by which

Clause No.

the proportion of new Customers that are referred to Contract Package Area Suppliers by the Contracting Body and which are referred to the Prime Contractor is decreased by five (5) percentage points, as set out in Clause 2.14;
1.1 Positive Change Mechanism means the mechanism by which the

proportion of the new Customers that are referred to Contract Package Area Suppliers by the Contracting Body which are referred to the Prime Contractor is increased by five (5) percentage points, as set out in Clause 2.14; 2.14.5 On each Market Shift Review Date, the Contracting Body shall assess whether: 2.14.5.1 the conditions in Clause 2.14.6 have been met; and 2.14.5.2 in respect of each Customer Group whether the Job Entry Rate (calculated in respect of the preceding twelve (12) month period) achieved by the Prime Contractor for that Customer Group is three (3) or more percentage points lower than the Job Entry Rate (calculated in respect of the preceding twelve (12) month period) achieved by the Competing Prime Contractor for that Customer Group, and, if so, the Contracting Body shall decrease by five (5) percentage points the proportion of new Customers in each relevant Customer Group that are referred to Contract Package Area Suppliers by the Contracting Body and which are referred to the Prime Contractor. For the avoidance of doubt, this process shall be repeated for each Customer Group. We would suggest that similar drafting is included in Clause 2.14.7 to detail the operation of the Positive Market Shift Mechanism and also in Clause 2.14.9 to deal with the operation of the Negative and Positive Market Shift Mechanism where there are more than two Contract Package Area Suppliers. Clause 4.3 G4S stated in its Part 3 Response to the Framework Agreement that: (TUPE Compliance G4S requests further clarification in respect of the TUPE clauses in (General) and the Call-Off Terms and would wish to agree revised wording of this
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RESTRICTED COMMERCIAL IN CONFIDENCE MINI COMPETITION ADDITIONAL REQUIREMENTS (For Framework Supplier Comments only) Proposed amendment with proposed wording Clause at a later stage. All bidders will, of necessity, have to base their proposed contract price on the TUPE Data provided by the Contracting Body, As it is not possible for bidders to verify the TUPE Data all Prime Contractors need appropriate legal protection in the contract to cover the possibility that the TUPE Data is either incomplete and/or inaccurate and/or will not be subject to change between the date of issue of the TUPE Data and the date of transfer of the staff under TUPE to G4S and its sub-contractors. Without this legal protection, bidders will have to risk-price for the cost impact. This would not represent value-for-money for the public purse since the Contracting Body will have to pay for the cost impact whether or not the risk actually materialises. This situation is not uncommon in the procurement of other Government contracts, such as the contract for the management and operation of managed prisons currently being undertaken by the Ministry of Justice. In this instance, the issues with the TUPE Data outlined above were addressed to the satisfaction of both the Contracting Body and Service Providers by the Contracting Body agreeing to increase the contract price by a fair and reasonable sum to account for any reasonable additional costs incurred by the Prime Contractor arising as a result of any inaccuracy or omission or change in the TUPE Data relating to persons engaged in the provision of the Services whose employment transfers under TUPE from any other person to the Prime Contractor (or the relevant sub-contractor). The proposed consideration:
TUPE Annex.doc

Clause No. Employment Matters

drafting

is

attached

here

for

the

Authoritys

Clause 8.5.2 G4S acknowledges that Clause 8.3 of the Contract entitles the Prime (Consequences Contractor to terminate the Contract for its convenience by the of Termination) provision of 12 months written notice. However, the consequences of giving such notice, as set out in Clause 8.5.2 of the Contract, are just as significant as defaulting under the Contract: the Prime Contractor is liable for the costs of the Contracting Body procuring a replacement Prime Contractor and the increased costs of procuring the Services throughout the remainder of the Contract Period. G4S believes that the Authority might acknowledge that entering into the Contract is inherently risky for the Prime Contractor because the Contracting Body will not provide any volume guarantee and the payment mechanism is not tried and tested. There is no certainty that the Prime Contractor will be able to break even in supplying the Services under the Contract. Whilst we are willing to accept some risk exposure in this regard, bidders are not able to accept this risk over the
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RESTRICTED COMMERCIAL IN CONFIDENCE MINI COMPETITION ADDITIONAL REQUIREMENTS (For Framework Supplier Comments only) Proposed amendment with proposed wording life of the Contract as the delivery of Services may become unmanageable due to factors beyond our control. For example substantial future macroeconomic shifts. G4S believes that, given that the Contracting Body will not pay the Prime Contractor any termination for loss of profit in the event of the Contracting Body terminating the Contract for the convenience of the Contracting Body, it is not reasonable to expect the Prime Contractor to pay for the additional costs of the replacement for the Prime Contractor for the balance of the Contract Period. We believe that, in the interests of creating a fair and constructive relationship between the Contracting Body and Prime Contractors, Clause 8.5.2 of the Contract should be amended so as to entitle the Prime Contractor to terminate the contract, through the provision of 12 months written notice, without needing to compensate the Contracting Body as a consequence: 8.5.2 Where the Prime Contractor terminates the Contract under Clause 8.3 (Break), the Prime Contractor shall not be liable to the Contracting Body as a consequence, whether in respect of any costs incurred in making other arrangements for the supply of the Services and/or for any additional expenditure incurred by the Contracting Body throughout the remainder of the Contract Period. Clause 8.5.3 (Break Clause) Clause 8.5.3 of the Contract stipulates that if the Contracting Body terminates the Contract under clause 8.3 for its convenience, the Contracting Body shall indemnify the Prime Contractor against any commitments etc which would otherwise represent an unavoidable loss by the Prime Contractor by reason of the termination. For the avoidance of doubt, G4S requests that the wording of this clause is clarified to make it explicit that the definition of unavoidable loss in clause 8.5.3 includes the balance of any amortised setup costs and any unavoidable redundancy costs: 8.5.3 Subject to Clause 7, where the Contracting Body terminates the Contract under Clause 8.3 (Break), the Contracting Body shall indemnify the Prime Contractor against any commitments, liabilities or expenditure (including, for the avoidance of doubt, the contractual redundancy costs and the balance of any amortised setup costs) which would otherwise represent an unavoidable loss by the Prime Contractor by reason of the termination of the Contract

Clause No.

Other than those provisions identified above, G4S confirms that it has reviewed the CallOff Terms and Conditions for The Work Programme and agrees in principle to each of their provisions.
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Name: Scanned Signature: Position: Telephone No: Date:

[REDACTED] [REDACTED]

UK & Ireland Counsel [REDACTED]

10th February 2011

DWP reserves the right to amend any provisions of The Work Programme Additional Requirements at any time during the mini-competition procurement exercise.

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RESTRICTED COMMERCIAL IN CONFIDENCE PART 4: SERVICE REQUIREMENT

NOTE: MINIMUM SCORE APPLIES TO ALL QUESTIONS THAT ATTRACT A SCORE WITHIN THIS SECTION. BIDS SCORING 2 OR LESS ON ANY QUESTION WITHIN THIS SECTION WILL BE REMOVED FROM THE COMPETITION. PLEASE NOTE SCORES ATTAINED IN THIS SECTION MAY ALSO BE USED IN A TIE-BREAK SITUATION WHERE APPROPRIATE.

[4.1] Customer Journey - Process Please submit a process map showing the proposed end to end customer journey(s) and attach the process map as Annex 1. This should include a detailed supporting description of the customer journey(s) specific to this CPA. Your response must describe how you will ensure the customer journey is tailored to meet the specific needs and barriers of individual customers, and include the customer requirements defined in the Specification. Please note your response to this question will not be scored but will act as a reference point for the scoring of questions 4.1a and 4.1b Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to five sides of A4. Note: Format requirement and page limit does not apply to the process map which you must insert as Annex 1.

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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 G4S has created a unique delivery model delivered by a supply chain of specialist organisations that will transform the delivery of welfare-to-work services in Kent, Surrey & Sussex, supporting more people than ever before into sustained employment. G4S has created a unique delivery model of over 124 specialist organisations in Kent, Surrey & Sussex. G4S applies a situational approach to each Customers journey on the Work Programme in Kent, Surrey & Sussex. This approach is based on 3 key principles. First, the journey is pragmatic; all actions taken on the journey are practical and essential for supporting that individual into sustained work. Second, the journey is personal; each Customer completes actions to address their individual needs and barriers. Third, the journey is proven; it is informed by rigorous informatics analysis and the experience and expertise of our supply chain. For example, G4S evolves its Knowledge Bank of specialist services as we generate better data on what works in supporting particular Customer groups into sustained employment. This situational approach is the basis for all aspects of the Customer journey. G4S builds each persons Work Programme journey based on their individual circumstances, not by what benefit they are on. We have selected established, top-performing Job Brokers from the public, private and voluntary sectors to deliver the G4S journey to all Customers. These are: RBLI Kent Supported Employment (KSE) Romney Resource Centre NCDA ATS Kennedy Scott Richmond Fellowship Pertemps and Medway Council. Personal Advisors from these Job Brokers co-design every Customers individual journey from worklessness into sustained employment. The G4S customer journey does not end once in employment. G4S subcontracts 8 of the above Job Brokers as In Work Partners to deliver their own dedicated in-work support to Customers in Kent, Surrey and Sussex for up to 2 years. Additional in-work support is provided by specialist In Work Partners, Renovo. In Work Partners deliver services such as career advice, life coaching, occupational health and skills development. Many Customers in Kent, Surrey & Sussex require additional services to address specific needs and barriers to progress their journey towards sustained employment. Appropriate additional specialist services are delivered by the G4S-funded Knowledge Bank of 114 organisations in Kent, Surrey & Sussex to meet these specific needs and barriers. Knowledge Bank organisations delivering services across Kent, Surrey & Sussex include: The Bridge Community Centre who provide debt advice and counselling to the hardest to help Customers Oakleaf who provide NVQs for those Customer requiring mental health support and City College Brighton who provide ESOL courses. Our Employer Liaison Manager for Kent, Surrey & Sussex works with Job Brokers, employers and key stakeholders such as JCP, South East Chambers of Commerce and the CBI to ensure that all local vacancies are shared throughout the supply chain. G4S employs a National Employer Manager to ensure that the 5,000 vacancies offered by G4S and our corporate partners are made available to all Work Programme Customers in the area. All vacancies, including ones sourced from our local providers and ones created by G4S are placed on the G4S Global Online Career Centre, accessible to all Customers. G4S and our supply chain use ISIS (Informatics System for Individual Support) our industry leading case-management system to monitor every Customers journey consistently and in real-time. ISIS is developed specifically for the Work Programme. Referral & Initial Engagement: For the majority of Customers, the G4S journey begins at their Jobcentre Plus (JCP) referral interview. Wherever possible, Personal Advisors from our 9 Job Brokers delivering across Kent, Surrey & Sussex are present at local jobcentres to conduct a 3-way warm handover. Where a face-to-face meeting is not
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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 (continued) possible, JCP will telephone the appropriate Job Broker to conduct the referral. G4S provide all JCP staff with the required software, training and a clear written guide as to which Job Brokers to refer to. At the handover the Personal Advisor introduces themselves, puts the Customer at ease and explains what the Work Programme is, what the Work Programme offers and what is expected. During this first discussion, the Customer and Advisor agree an initial Action Plan that includes as a minimum: a job goal first step actions to be completed by the next meeting and a confirmed date for the next meeting. All agreed activity is appropriate to that individuals circumstances and meets the specification requirements for that Customer Group. For example for IB/IS Customers all activity is voluntary. The Advisor registers all information captured during this initial engagement, as well as information sent by JCP, on ISIS. This information acts as the Attachment Activity required to register the start on PRaP. Job Brokers market their services to IB/IS Customers, JSA Early Access Volunteers and ESA Volunteers prior to referral. Job Brokers produce promotional material to place in locations accessed by potential Customers such as: nurseries GPs surgeries supermarkets and community centres. All Customers are automatically sent reminders to attend their follow up at 72, 48 and 24 hours in advance (by text or email) with an appointment confirmation by post. If a Customer is unable to complete this two-way discussion at the referral interview, G4S ensures that all Job Brokers successfully attach the Customer within 15 days of referral. Follow Up Engagement: Each Customer has a second engagement with their Job Broker within 2 weeks of referral. This takes place at the Job Brokers offices or at another suitable venue, such as the hundreds provided by Knowledge Bank organisations from the Rural Community Councils across Kent, Surrey & Sussex. All Customer travel costs are reimbursed, for IB clients this could include a taxi journey. Where appropriate, for example for Customers on IS, approved childcare is funded. Each Customer receives an induction appropriate for their circumstances which includes: a group or 1:1 Q&A with a Personal Advisor Health & Safety information a clear explanation of their rights and responsibilities (including with respect to Fortnightly Jobsearch Reviews or Work Capability Assessments where applicable) a tour of the premises and details of the Job Broker and G4Ss complaints procedures. This is followed by a 1:1 discussion with their named Personal Advisor to identify and agree the focal point for their journey a Realistic Job Goal (RJG). Each Customers RJG is based on 3 key principles. First, the job is one that the Customer wants; sustainable employment is only achievable when Customers have input into the positions that they are applying for. Second, it is a job that the Customer can realistically get; a job that builds on the Customers competencies, skills and experiences and takes into account personal circumstances. Third, it is a job that exists in the local labour market; each Customers preferred job goal is externally evaluated against the availability of vacancies in the local labour market. Customers identifying self-employment as their RJG are referred to our Job Brokers in-house Self Employment Specialist. For example, RBLI have one Specialist in every office. If further support is required, our Job Broker works with the appropriate Knowledge Bank provider 1066 in Sussex and South Kent, and Enterprise First in North Kent and Surrey to ensure that the Customers additional needs are met. The Personal Advisor: Each Customers named Personal Advisor is co-responsible for mapping their bespoke journey into sustained employment. In Surrey Sussex & Kent G4S has selected Job Brokers employing 182.5 Personal Advisors to deliver a personalised Customer Journey for every individual on the Programme. Each has a caseload of no more than 80 individuals. Through this Personal Advisor, each Customer receives support for: creating an Action and Contact Plan identifying RJGs building motivation & confidence referrals to specialist services CV writing application form- filling
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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 (continued) Better Off In Work Benefit Calculations interview skills practice sourcing vacancies by reverse marketing & cold-calling employers financial support for travel, childcare or replacement caring costs tax credit applications pre-work preparation and an In-Work Action Plan. Job Brokers contact JCP to facilitate eligible Customers to move onto a Training Allowance, or work activity under the Exempt Work scheme. The Action Plan: Each Customer is supported to agree a situational Action Plan of activity built around their identified RJG. This specifies the activities needed to address each Customers needs/barriers to drive their journey towards sustained employment and contains SMART objectives. The Action Plan is stored live on ISIS to ensure continuity and is regularly updated by Customer and Advisor. Customers are able to: tick off completed actions add new ones store their CV request a Knowledge Bank referral and apply for vacancies. G4S knows that each Customer requires a different level and type of contact. Each Customer also agrees a situational Contact Plan with their Advisor, detailing the methods and frequencies of contact. For some individuals this will be a fortnightly phone call. For others this will be weekly face-to-face appointments. A range of contact options is essential in meeting Customers specific needs. For example, Lone Parents on IS will require more frequent contact during school term times and less during holiday periods. Some Customers from the mandatory JSA Customer groups need very frequent contact to build motivation and work ethic. Some ESA Customers may require flexible Contact Plans to fit around fluctuating health needs. Action Plan activity and contact is reviewed at least fortnightly by the Advisor, every 2 months by the Job Brokers Operations Manager and every 6 months by G4Ss Supply Chain Manager. This ensures that each Customer is receiving the appropriate support and contact. Ongoing Needs Assessment: G4S encourages a work-first approach to ongoing needs assessment. Diagnostics are used to identify and address those needs that are preventing an individual from securing sustained employment. This process starts at the follow up, where the Advisor begins to identify any specific work-related barriers faced by the Customer, including: travel or accessibility constraints communication or language problems significant skills gaps mental or physical health issues and childcare or caring responsibilities. Job Brokers use diagnostic agencies from the Knowledge Bank, such as Dyslexia Action and Mencap for basic skills assessments to continuously identify the specific needs and barriers of individuals in Kent, Surrey & Sussex. Identified needs are addressed either through in-house actions with their Personal Advisor, or through referral to specific Knowledge Bank agencies. Each Customers needs assessment continues throughout their journey on the programme, pre-work and into sustained work. Mandatory Activity: G4S gives Job Brokers the freedom to determine appropriate mandatory activities for each Customer, subject to DWP restrictions for particular Customer groups. In accordance with benefit legislation, ESA WRAG Customers are never mandated to undertake medical treatment or apply for work. IB/IS Customers and ESA Support Group Customers are not mandated to any activity. Where a Customer is mandated to undertake activity, the Personal Advisor is required to: update the Customers Action Plan, notifying the Customer of the requirement take into account personal circumstances, such as childcare, caring responsibilities or health needs take into account any restrictions outlined in the referral from JCP and ensure that it is reasonable in the Customers individual circumstances. Each Customer undertakes mandatory activity identified by the Personal Advisor as beneficial for supporting that individual into sustained employment. All instances of non-compliance with mandated activity are immediately logged on ISIS and reported to JCP. Referral to the Knowledge Bank: Every Customer works with their named Personal Advisor to identify services that will improve their chances of finding sustained work.
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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 (continued) Customers benefit from the full range of Knowledge Bank services whatever Customer Group they are from. JSA 18-24 Customers particularly benefit from: support from Fairbridge who deliver training programmes specifically designed for this age group career guidance including that for graduates provided by City College Brighton and mentoring provided by Albion in the Community. JSA 25+ Customers particularly benefit from: vocational training provided by Kent College debt advice provided by a dedicated phone line only available for G4S Customers from CAB and the older workers support network facilitated by The Plus Team. JSA Early Access Customers particularly benefit from: specific work opportunities guaranteed for ex-offenders through Blue Sky coupled with the specialist support of Eco-Actif dedicated support for care leavers provided by Catch 22 and housing advice provided by the National Housing Federation. JSA ex-IB Customers particularly benefit from: condition management support delivered by Mencap NVQs delivered by Oakleaf specifically tailored for Customers with mental health conditions and the mental health service delivered by ESRA. ESA Voluntary Customers particularly benefit from: the Chrysalis personal development provision delivered by RBLIs team of occupational therapists physiotherapy services delivered by RehabWorks and the mental health support interventions organised by Remploy. ESA Flow Customers particularly benefit from: the expertise of Wise Ability in supporting disabled people into sustained employment Furniture Now! who deliver work placement opportunities and Prime Performance Solutions who advise employers on employing an individual with a health condition or disability. ESA ex-IB Customers particularly benefit from: support services provided by Care Co-ops who deliver work placements for Customers with learning disabilities and mental health needs mentoring delivered by mcch Society and vocational training delivered by Sussex Downs College. IS/IB Customers particularly benefit from G4Ss national childcare hotline run by Gingerbread vocational qualifications and mentoring designed for Lone Parents by Campus Training and specialist health advice for selfmanagement of chronic diseases, substance abuse and poor mental health from Expert Patients Programme Community Interest Company. Each Customer is made aware of these additional services by their Personal Advisor at their follow up engagement, and at regular contact points during the programme. A menu of Knowledge Bank provision is maintained in ISIS, and is prominently displayed in each subcontractors premises. Where a Customer is referred to the Knowledge Bank, that individual receives a Referral Plan from their Advisor. This Plan, stored on ISIS, details the aims of the referral, and the outcomes expected. G4Ss Regional Contract Management Team reviews Knowledge Bank reports on a monthly basis to evaluate which organisations are generating most jobs, and to evolve our Knowledge Bank services based on what is demonstrated to be working. Pre-Work Preparation: When a Customer is offered a job, they are booked into a prework engagement session with their Personal Advisor. Their Advisor supports them with applying for in-work benefits such as tax credits and housing benefit run-on. The Advisor and the Customer create an In Work Action/Contact Plan outlining the activities that each will undertake in order to ensure that the Customer can successfully start work, and remain and progress in employment. The Advisor sets out in-work expectations providing financial support for the Customers first weeks in work. All eligible Customers are informed of the assistance they could receive from schemes such as Access to Work and Individual Placement Support. All pre-work activity is recorded and tracked on ISIS. In Work Support: For the first 13 or 26 weeks of employment, every Customer is supported by their Personal Advisor. Each Customers In-Work Action Plans are reviewed by their Advisor after the first week of employment to identify additional in-work support
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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 (continued) required. After 13 or 26 weeks, each Customer is tracked by specialist In Work Partners such as KSE or Renovo to ensure they sustain and progress in employment. Tracking is managed and driven through ISIS. Customers can self-access a range of in-work support services in Kent, Surrey & Sussex, including: mentoring delivered by a range of organisations including ESRA in Surrey and Contact Associates who travel across Kent, Surrey and Sussex to Customers and provide in-work support for disabled Customers. Drop out of work process: Where a Customer is identified as being at risk of losing their job, specialist tracking In Work Partners alert the Job Broker responsible. The Personal Advisor facilitates a 3-way mediation process with the employer where possible to see if the Customer can remain in employment. Where a Customer is able to keep their job, they work with their Advisor and employer to identify and address in-work needs to reduce the risk of future job loss. Where a Customer is unable to keep or return to their job, the Customer returns to their Job Broker to complete a work review. This includes: analysing the job loss, including by obtaining the employers perspective reviewing and updating the RJG, Action and Contact Plan and notifying JCP. All activity is recorded and tracked on ISIS. The Customer returns to their Advisor for continuous job search. Did Not Engage: Where a Customer fails to engage, the Job Broker phones the Customer within 30 minutes to ascertain, and record on ISIS, the reason for nonengagement. Where the Customer shows reasonable justification, they rebook their engagement with their Personal Advisor. Where no justification is provided, this begins an escalating series of interventions to engage the Customer, including daily telephone calls, texts or emails and attending the Customers next signing-on day. G4S has a unique partnership with our Utility Services Division to reach Customers with whom we are finding it difficult to engage. G4S Utility Services 2,000 field staff can conduct a home visit to any property in the UK within 2 hours of being notified. All field staff are vetted to CRB standards, and in accordance with BS7858. At re-engagement with field staff, Customers are: reassured that the programme is designed to meet their needs and to support them into sustainable work reminded of their obligations and the possible consequences of non-engagement asked about their reasons for non-attendance and booked into a new appointment with their Personal Advisor. Job Brokers also work closely with DAATs the Probation service and community engagement agencies, such as AmicusHorizon and Rural Community Councils. Did not engage activity is appropriately applied across different Customer Groups. For all JSA Customer Groups, and ESA WRAG Customers (with the exception of Lone Parents with a youngest child under five and full time carers), participation on the Programme is mandatory. If they fail to attend a mandated interview or activity without a reasonable justification, Job Brokers are contractually obliged to inform JCP immediately. ESA Volunteers and IB/IS Customers are not mandated to attend any activity. When a Customer is re-engaged, the Advisor assesses the reason for non-engagement, and makes adjustments accordingly. This includes: conducting home visits for Customers with a mental health condition reviewing the Contact Plan and facilitating interaction for Customers with specific needs or barriers impacting their ability to engage. Completing the Work Programme: All Customers completing the 2 year Work Programme in Kent, Surrey & Sussex without finding sustained employment are supported to return to JCP for further support. The Advisor produces an exit report and sends this to JCP within 10 days of the Customer finishing the programme. This exit report is produced by ISIS and contains: each Customers Action Plan, detailing a history of activity whilst with the Job Broker including job applications, events, and referrals to the Knowledge Bank information from employers about work undertaken Customer feedback and the Advisors recommendations on next steps.
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RESTRICTED COMMERCIAL IN CONFIDENCE [4.1a] Customer Journey - Rationale Please describe in detail: your rationale for your proposed Customer Journey(s) detailed above in 4.1 within this CPA; and

the benefits to the individual customer groups of this approach.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to four sides of A4.

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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1a The G4S Work Programme Customer Journey is delivered by the top performing Job Brokers, Knowledge Bank Providers and In Work Partners in Kent, Surrey & Sussex. G4S subcontracts all service delivery in Kent, Surrey & Sussex to those organisations that are best placed to deliver those services, such as RBLI, Kennedy Scott and NCDA. Rationale: A fully subcontracted delivery model ensures that there are no incentives to deliver a Customer Journey that could better be delivered by someone else. The past decade of welfare-to-work delivery in the UK has demonstrated that where prime providers directly deliver, they often only subcontract the hardest-to-help Customers or in areas with low volumes at a payment rate well below what is needed for adequate support (e.g. New Deal). A pure prime contractor model separates self-interest from selecting the best organisations to meet the Customer need, creating a managed marketplace. Benefits to individual Customer groups: The G4S model ensures that individual Customer Groups in Kent, Surrey & Sussex benefit from the most appropriate services to meet their individual needs, by managing and supporting a large and diverse network with the requisite skills and experience. The G4S Work Programme Customer Journey provides access to over 150 Knowledge Bank services to support each Customers move from worklessness into sustained employment. Rationale: No one organisation can meet the complex and interrelated needs of the Customers; G4S will harness and coordinate the expertise of the very best providers of additional services. IPPR highlighted a lack of integration between prime providers and specialist subcontractors as a main reason for disappointing outcomes on Pathways to Work. G4S directly funds the Knowledge Bank to ensure that there is no disincentive for Job Brokers to access services on behalf of Customers. Benefits to individual Customer groups of this approach: All Customer groups are continuously able to benefit from services delivered by the best placed organisations to meet their specific needs and barriers. In addition to the support available through our Knowledge Bank as outlined in 4.1, G4S has identified and addresses the following key areas of specific needs in Kent, Surrey & Sussex. For example, in rural areas, we subcontract Rural Community Councils to deliver comprehensive peripatetic support and Ixion to provide Mobile Learning Units. We also provide tailored services for Customers aged over 50. G4S subcontracts: PRIME to deliver face-to-face support the Plus Team to deliver 1:1 training programmes and Aegis-ER to deliver bespoke workshops, mentoring and employer engagement. In addition, G4S address local skills gaps by subcontracting to: Thanet College for routes-to-work training Phoenix4Training to deliver apprenticeships and the Workers Educational Association to provide vocational training in industries with demand such as care. The G4S Work Programme Customer Journey is an end-to-end service. All Customers on G4Ss Work Programme are supported by a dedicated Personal Advisor until they find sustained employment or until they complete the programme. Rationale: Joined up service delivery decreases the risk of individuals disengaging from the programme or getting lost between service providers. Breaking the Customer Journey into arbitrary time periods delivered by different subcontractors encourages parking of clients who require more intensive support. Benefits to individual Customer groups: An endto-end Customer Journey ensures ownership, accountability and gives subcontractors sufficient time and incentive to meet the full range of needs and barriers of all Customers. Every individual, irrespective of Customer group, has access to a highly trained, experienced and effective Advisor to co-create their personal journey to sustained work. G4S knows that, on average, some Customer Groups for example long -term JSA Customers, ex-IB Customers and IB Customers will require a much longer period of support before they are able to access employment (KSE report that their hardest-to-help
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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1a (continued) IB Customers who started employment last year took on average between 12 to19 months to acquire employment). Only an end-to-end Customer Journey helps Customers who require a longer time to gain employment. The G4S Work Programme Customer Journey is situational. The Customer Journey is not prescribed according to a set of rules. It is co-designed by the Customer and their Personal Advisor in response to individual need to achieve the individuals Realistic Job Goal. Rationale: A one-size fits all approach has been proven to be ineffective in welfareto-work delivery. The best performing employment programmes in the UK to date have been the most flexible The Social Market Foundation and the Gregg Review show that the personalised support found in Employment Zones generated 11% higher outcomes. Benefits to individual Customer groups: Saving money on bureaucracy generates the resource to pay for interventions that actually meet individual Customers needs. For example, by not mandating every Customer to a 4-week work placement, we are able to pay for bespoke interventions such as: training for ex-offenders in construction provided by Changing Paths with an 85% job outcome rate and Routes to Work training programme delivered by Thanet College, with a 47% job outcome rate last year. The G4S Work Programme Customer Journey begins with a warm handover wherever possible. Rationale: DWP research on Flexible New Deal shows that warm handovers create a more seamless transition for the Customer and improve attendance. They: build immediate rapport between the Customer and the Personal Advisor generate a better understanding of rights and responsibilities while on the programme reduce anxiety and increase motivation. Benefits to individual Customer groups: An immediate momentum and expectation is built up around securing employment. Customers needs and barriers begin to be identified, and first step actions to address those barriers are identified and recorded. Some 18-24 JSA Customers can feel suspicious and sceptical towards employment programmes leading to low levels of engagement and jobs outcomes. Similarly some 25+ JSA Customers can feel jaded by previous employment initiatives that have not worked for them. For these JSA Customers, a warm handover avoids duplication by enabling the Jobcentre Advisor to explain what they have been doing prior to the Work Programme to secure employment. Some JSA ex-IB Customers and non-voluntary Early Entrants might be nervous about the possible effect on their benefits of participation. A warm handover starts to allay these concerns. For voluntary Customer groups such as IS, IB and ESA Customers, a warm handover increases participation rates, especially at first appointment. The G4S Work Programme Customer Journey is built on a Realistic Job Goal (RJG). Securing the RJG, and sustaining and progressing within that role, is the destination of the Customer Journey. Rationale: Without a clear employment objective, welfare-to-work provision is directionless and focuses on the symptoms rather than the cure. A RJG focuses all activity on sustained employment rather than any peripheral objective evidenced by feedback on DWPs Departmental Strategic Objective (DSO7). Benefits to individual Customer groups: [REDACTED] Director of Employment at RBLI cites an unrealistic job goal as one of the main reasons that Customers who enter Welfare to Work provision are not employed. Customers either do not know what jobs are available, they lack confidence that they have the skills to do that job, or they have an unrealistic expectation about starting salary, type of work or initial level of seniority. All Customer groups benefit from having a clear achievable goal for their job search. Needs are met in relation to the RJG identified to ensure that all, and only relevant barriers are addressed. Some 18-24 JSA Customers have received poor career advice and lack a clear sense of what is a realistic expectation for a first job, especially graduates. Some older JSA Customers have a Job Goal that no longer exists in the labour market in their
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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1a (continued) area due to industrial decline or a change in the local employer base. Many ex-IB and IB Customers have not worked for a considerable period of time and do not know what jobs they could do with the skills that they have. Some Lone Parents on IS have lost confidence in their abilities and are unaware of what jobs their transferable skills would qualify them for. Identifying a RJG meets these needs. The G4S Work Programme Customer Journey integrates ongoing needs assessment. This begins at the warm handover, and continues throughout an individuals journey to sustained employment. Rationale: Customer needs change over time. To best meet changing needs, Customers need ongoing assessment from a range of experts. Customers can be reluctant to disclose their full range of needs and barriers in the early stages of a programme instead waiting until they have built up more trust and rapport with their Advisor. DWP Research Report 105 shows continuous assessment increases Customer confidence and the likelihood of a successful outcome. Benefits to individual Customer groups: All Customer groups have access to the assessment expertise of our subcontractors Advisors, as well as specific needs assessment tools such as Mental Health First Aid and the Hidden Disabilities Diagnostics provided by Knowledge Bank organisations MIND and Dyslexia Action. Ongoing needs assessment activity informs each Customers: RJG situational Action and Contact Plan (including mandatory activity and Knowledge Bank referrals) and in-work support. The G4S Work Programme Customer Journey is mapped on a situational Action Plan. This incorporates an individual situational Contact Plan for each Customer. Rationale: Outlining the destination for each Customers journey is not sufficient. The Gregg Review (p.42) notes a wealth of international evidence to support the importance of a personalised action plan co-owned by the Customer to set an RJG, and to measure progress. G4S do not insist on rule-based levels of contact. For example, it is inefficient and counterproductive to insist on seeing a Customer fortnightly, if they are on a 3-week work placement. Rather, G4S insist that all contact levels are appropriate. Appropriateness is measured by G4Ss Supply Chain Managers, and defined as a level of contact that supports every Customer towards employment. Benefits to individual Customer groups: Recording and measuring progress against the situational Action Plan ensures that every Customer is receiving the support that they need. All activity is based on individuals needs rather than on their Customer Group. Every Action Plan and Contact Plan is different, reflecting the unique needs presented by each individual. The G4S Work Programme Customer Journey features mandatory activity. Rationale: Although the preferred option is always for Customers to voluntarily undertake activity, some individuals will require compulsory activity to progress. Mandatory activity is a key feature of successful welfare-to-work provision. DWP research on Intensive Activity Periods shows a 10% improvement in outcomes when IAP was mandated. Benefits to individual Customer groups: G4Ss Job Brokers apply our situational approach to mandatory activity. Mandatory activity is used appropriately where it is in the best interests of the Customer to meet needs and barriers that would not be met any other way. IB Customers, IS Customers and ESA Support Group Customers are not mandated to any activity. ESA WRAG Customers are able to benefit from compulsory interventions such as attending appointments and attending training as agreed with their Personal Advisor not including actions relating to undertaking medical treatment, applying for work or taking up employment. Mandating activity for this Customer group increases motivation, self-confidence and overcomes wider internal barriers to employment such as a fear of failure. JSA Customers are able to benefit from mandatory activity including applying for jobs, work experience, attending appointments, attending interviews, group activities and taking up job offers. For many JSA Customers benefit dependency and a
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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1a (continued) fear of work are significant barriers to sustained employment. Mandatory activity is a useful tool in overcoming these barriers. G4S know that greater levels of intervention improve outcomes. Mandatory activity raises intervention levels. The G4S Work Programme Customer Journey embraces pre-work preparation. Rationale: Pre-work preparation increases sustainability rates. Kennedy Scotts analysis estimates that 80% of JSA 18-24 who did not sustain employment fell out of work due to time keeping. Quality Pre-employment preparation addresses issues such as this. Benefits to individual Customer groups: All Customer groups receive appropriate, rigorous pre-work preparation to address their in-work needs and anticipate barriers to sustainment. This ensures that all Customers have a smooth transition from benefits to work, and increases their likelihood of staying in work. Many longer-term workless JSA and ex-IB Customers have been out of work for a considerable period of time, and some have become very detached from expectations of the workplace. Some younger JSA Customers will never have worked and will not understand working culture. Some Early Access JSA Customers will be experiencing significant social exclusion that ill-equips them for understanding the workplace. NCDA will ensure Customers are fully prepared through a thorough programme to make G4S Customers work-ready. The G4S Work Programme Customer Journey includes bespoke in-work support. Rationale: Effective, tailored in-work support increases sustainability rates. DWP research (report 95) shows that in the USA ongoing mentoring leads to 65% of employers reporting improved retention. Benefits to individual Customer groups: Bespoke in-work support from providers such as Romney Resource Centre and KSE identify and address in-work needs, supporting Customers through the difficult first days and months in employment, and giving them the best possible chance of sustaining employment. The G4S Work Programme Customer Journey drives Customer attendance. Rationale: Activity and contact levels drive performance on welfare-to-work programmes. All non-attendance is rigorously pursued to underline attendance expectations, conditionality and work ethic. Benefits to individual Customer groups: For many Customers, motivation, work ethic and activity levels will be a significant barrier to securing and sustaining work. Actively managing attendance is one of the most effective ways of addressing this barrier. JSA Customers benefit from mandated appointments helping build Customers general work ethic and acclimatising individuals to getting up in the morning, arriving at appointments on time, regular patterns of activity, working with other people and keeping to commitments. The G4S Work Programme Customer Journey contains fast, effective intervention for Customers who drop out of work. Rationale: Early intervention helps Customers who have dropped out of work to either regain their previous position, or build on the work skills gained to quickly find alternate jobs. Benefits to individual Customer groups: Additional needs and barriers are identified that caused the individual to drop out of work, and these are appropriately addressed through the intervention of their Advisor, In Work Partners and, where necessary, Knowledge Bank support. Some JSA Customers are in a low-pay no-pay cycle. Many IS, IB and ex-IB Customers have not worked for a long time, making sustainability difficult. By providing fast, effective intervention for those who fall out of work we ensure they are given new opportunities to obtain and sustain employment. For unsuccessful Customers, the G4S Work Programme Customer Journey ends with a warm handover back to JCP, coupled with an exit report. Rationale: A warm handover back to JCP, supported by the exit report, ensures that progress made is not lost. Benefits to individual Customer groups: The report identifies needs and barriers to employment that were not met, and provides a plan of activity going forward.
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RESTRICTED COMMERCIAL IN CONFIDENCE [4.1b] Service Requirement DWP expect all customers to receive a minimum level of service. Please clearly define:

Your minimum service delivery levels for all customers within this CPA; Your rationale that supports your approach: How it addresses the needs by customer groups.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to two sides of A4.

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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1b G4S has created 10 Minimum Service Delivery Levels to reflect our situational, workfirst approach to delivery. This forms the minimum level of service every Customer will receive from the Work Programme in Kent, Surrey & Sussex. 1) Every Customer in Kent, Surrey & Sussex will have an individual Personal Advisor who is responsible for supporting them into sustained employment. There is a large body of academic research to demonstrate that a Personal Advisor model works best (for example, see DWP Research Reports 122, 144 & 494). A Personal Advisor provides: continuity of service to Customers, building trust and understanding shared accountability for the achievement of a sustained job outcome and the most effective method for designing and delivering an individual journey of support. Addressing need: Customer need in Kent, Surrey & Sussex is determined by individual circumstances rather than Customer Group. Advisors from all Job Brokers co-design a bespoke route back to employment based on each Customers unique circumstances. 2) Every Customer in Kent, Surrey & Sussex will receive a comprehensive Work Programme Induction, in the most appropriate format for them, within 14 days of referral. A good Induction is essential to: welcome individuals to the Work Programme explain rights and responsibilities explain what resources are available and to map out each persons journey through the Work Programme. Addressing need: All Inductions are done in a format that most appropriately meets the needs of individual Customers the area. For example, Lone Parents are supported with childcare and inductions are scheduled to fit around school. 18-24 year olds are inducted using nonclassroom based techniques. Customers with a mental health condition receive their induction in a format that meets their additional requirements, a Customer with learning difficulties might have their induction delivered in conjunction with their Key Worker. 3) Every Customer in Kent, Surrey & Sussex will be supported to identify a Realistic Job Goal (RJG) within 14 days of referral. A RJG provides a target for each Customers job search activity. Individual needs are assessed in relation to the RJG to ensure that all, and only activities that are necessary to help the Customer achieve sustained work are identified and implemented. Addressing need: Some 18-24 years olds are unemployed because they have received poor career advice and do not know what they can realistically do. Some 50+ Customers have a job goal that no longer exists. Many graduates have qualifications but lack work experience. Many Lone Parents and people who have been out of work for a long period of time can lack confidence about what job they can do. Some people with health conditions or who are disabled can be unsure what type of job could fit around their condition. Identifying a RJG meets these needs. 4) Every Customer in Kent, Surrey & Sussex will have an Action Plan. An individual Action Plan provides a concrete timetable and set of clearly defined steps for each person to attain their realistic job goal. It also provides a clear platform for measuring progress. Addressing need: 18-24 JSA Customers can lack direction and become disheartened by set-backs in the job search process. Customers fast-tracked onto the Work Programme or with a health condition or who are disabled can present additional barriers to employment that need to be overcome. An Action Plan sets out a clear route to meeting these needs against which progress can be measured. 5) Every Customer in Kent, Surrey & Sussex will have a Situational Contact Plan. High levels of activity and intervention are necessary to move people from benefitdependency into sustained employment. It is not appropriate to mandate the same level of contact for everyone. Instead each Customer should receive the appropriate level of support based on their individual circumstances. For most Customers this will be at least fortnightly. For many Customers it will be daily. Addressing need: Many Lone parents will access the Work Programme to look for employment support once their youngest
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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1b (continued) child reaches nursery age. This might suggest reduced contact before that date and accelerated contact afterwards. Many ESA Customers will have fluctuating health conditions a Situational Contact Plan is the best way to meet their needs. Some 18-24 JSA Customers can require regular, daily contact to help instil routine and positive work ethic. For older JSA Customers and IB Customers, a Situational Contact Plan meets their needs to fit around, for example, health appointments. 6) Every Customer in Kent, Surrey & Sussex will receive Job Brokerage support including, as a minimum, a CV, Interview Training and a Better-Off Calculation. Job Brokerage is a necessary condition for finding an individual employment. In addition to the above minimum, it encompasses activities such as building motivation and confidence, application form filling and cold-calling employers. Addressing need: 18-24 JSA Customers can present negatively at interview by using inappropriate language or through lack of experience. Older Customers can have a poor quality or out-of-date CV. Earlyentrant and ex-IB Customers can have long periods of absence from the workplace that they find difficult to explain on a CV or at interview. Lone Parents can lack confidence at interviews. Professional Job Brokerage addresses these needs. 7) Every Customer in Kent, Surrey & Sussex will receive ongoing needs assessment. It is necessary to identify Customer needs in order to effectively meet them. Needs assessment is not a one-off activity done at the start of the G4S Work Programme. Rather it is an ongoing process that develops as the relationship between Personal Advisor and Customer deepens. Addressing need: The complex needs of younger JSA Customers are often only fully identified as a result of building rapport over a period of time. JSA Ex-IB and IB Customers can hide their needs at initial assessment. Many ESA Customers will have fluctuating needs that can only be identified, and appropriately addressed through continuing needs assessment. 8) Every Customer in Kent, Surrey & Sussex will have access to the G4S Knowledge Bank. Some people require additional expert intervention to secure employment that Job Brokers are not able to provide. Addressing need: All Customer Groups have access to specialist provision in our Knowledge Bank. For example, older JSA, ESA and IB Customers are able to benefit from condition management and occupational health support. Lone Parents, including IS Customers can access our Childcare hotline. Younger people benefit from longer-term career advice. 9) Every Customer in Kent, Surrey & Sussex will receive pre-work support. Pre-work support prepares a Customer for work, identifies what in-work support might be required and increases the chances of individuals staying in work. Addressing need: Younger Customers entering work for the first time, benefit from pre-employment workshops provided by Kennedy Scott. Other Customers starting work after a long period of unemployment such as ex-offenders, ex-IB Customers or Lone Parents benefit from prework preparation to understand work expectations such as those provided by Eco-Actif, Oakleaf and Take Three Days respectively. 10) Every Customer in Kent, Surrey & Sussex will receive in-work support including mentoring, crisis intervention and ongoing career management. Every Customer will have this documented in an In-Work Action Plan. In-work support increases the chances of individuals staying in employment. Addressing need: Older JSA Claimants, including those who have been on IB, can find it difficult to cope with holding down a job. JSA Early Access Customers can find it difficult to deal with the structure that being in employment imposes. Many ESA Customers find balancing employment and managing their health condition difficult. Lone Parents can struggle in the early months of employment particularly if a child becomes sick or if their childcare falls through. G4Ss in-work support, provided by Job Brokers and In Work Partners, meets these needs.
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RESTRICTED COMMERCIAL IN CONFIDENCE

PART 5:

SUPPLY CHAIN MANAGEMENT

[5.1] Delivery Strategy Please describe in detail your delivery structure for all elements of the Work Programme provision across this CPA and explain why you consider your delivery strategy to be the best approach for customers in this CPA. You should clearly state how you intend to work with your sub-contractors and how you will ensure the needs of all your customers, including the hardest to help, are fully addressed from within your supply chain including voluntary sector organisations where appropriate. Please also complete:

Annex 2 to show the structure to be put in place within the supply chain to deliver the Work Programme provision in terms of overall percentage of delivery, specialism and geographical coverage; and Annex 3 (Sub-contractor Declaration) for your proposed sub-contractors as appropriate.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to three sides of A4.

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RESTRICTED COMMERCIAL IN CONFIDENCE 5.1 G4Ss delivery model is designed to support more people into sustained employment in Kent, Surrey & Sussex than any other. G4S knows that most of the frontline services needed to meet the diverse needs of workless people in Kent, Surrey & Sussex already exist. What is missing is an effective structure for selecting, managing and coordinating that provision. G4S has designed a unique delivery structure that builds on what works, and learns from the mistakes of other Prime Contractor models. G4Ss delivery model in Kent, Surrey & Sussex is based the following key delivery strategies. Delivery Strategy: G4S manages an entirely subcontracted delivery model in Kent, Surrey & Sussex. Evidence that this is the best approach: local providers understand the needs of local Customers and are best-placed to address those needs effectively a pure Prime Contractor approach takes away conflicts of interest that inevitably arise when an organisation is both a deliverer and a contractor G4S is the worlds leading supply chain manager, and is best placed to manage and coordinate a network of organisations to effectively meet Customers needs in Kent, Surrey & Sussex. Delivery Strategy: G4S only subcontracts job brokerage services to the best local and national Job Brokers delivering in Kent, Surrey & Sussex, including: Kent Supported Employment (KSE) RBLI NCDA and Pertemps. These organisations have been selected based on their evidenced ability to meet the needs of Customers. Organisations that applied to be Job Brokers for G4S in Kent, Surrey & Sussex and who were rejected on the grounds of performance include A4E and Babcock Enterprise. Evidence that this is the best approach: Our approach utilises the experience, skills and expertise of organisations already delivering a quality service to Customers across Kent, Surrey & Sussex. G4S has selected organisations with a track record of meeting the needs of all Customers, including the hardest to help, and supporting them into sustained work: KSE supported 87% of Customers with a disabilities into employment last year Kennedy Scott are the highest performing subcontractor in Kent for Maximus, who are currently the top performing FND provider RBLI helped over 1500 Customers on health benefits into work last year and Pertemps are one of the top performing Job Brokers nationally with a 41% conversion rate on Employment Zones. Delivery Strategy: G4S has selected 9 Job Brokers to provide services in Kent, Surrey & Sussex. G4S has a reserve list of 6 Job Brokers. Evidence this is the best approach: G4Ss strategy ensures: automatic contingency should an organisation fail distribution of Customer flows so that no Job Broker is operating beyond capacity competition between Job Brokers to achieve high outcomes. DWP research shows that Multiple Provider Employment Zones were 10% more successful and in Australia, DEWR estimate that star-ratings increased 13-week outcomes by 20%. Delivery Strategy: 51% of referrals in Kent, Surrey & Sussex are supported by Job Brokers from the voluntary sector including: Romney Resource Centre The Richmond Fellowship and RBLI. Evidence that this is the best approach: voluntary organisations have a high level of expertise with local Customer needs diversity in the supply chain gives Customers access to a variety of provision smaller, voluntary organisations such as NCDA are an embedded, integral part of the local community. For example, NCDAs community hub in Lewes, provides a range of services including a mental health wellbeing centre and a childrens nursery. Delivery Strategy: Job Brokerage is necessary for an individual to find employment, but it is not sufficient. G4S directly funds a Knowledge Bank of organisations to deliver additional expert interventions to meet Customer needs in Kent, Surrey & Sussex. Evidence that this is the best approach: G4S has identified a broad range of Customer needs and barriers in Kent, Surrey & Sussex. We have sourced organisations to provide services to meet these needs. For example: Furniture Now! provides supported work
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.1 (continued) placements Porchlight supports people sleeping rough, ex-offenders and other hard-toreach Customers and RFEA provides advice for ex-service personnel. By directly funding the Knowledge Bank, G4S ensures there are no financial disincentives for Job Brokers to refer Customers to appropriate additional support. Delivery Strategy: G4S evolves the Knowledge Bank based on performance information generated by our Informatics System for Individual Support (ISIS). Evidence that this is the best approach: G4S learns what provision is effective, and uses this information to continuously improve our delivery model and supply chain the Knowledge Bank changes in response to changing Customer need, employer demand and regional demographics and ISIS identifies the unmet needs of Customers enabling us to augment the range of services offered in the Knowledge Bank to meet those needs going forward. Only G4Ss model learns and continuously improves. Delivery Strategy: G4S subcontracts Job Brokers and specialist In Work Partners to deliver in-work support to individuals who have reached 13 or 26 weeks employment for example, Renovo, that have demonstrated their ability to deliver much longer periods of in-work support than previous employment programmes. Evidence that this is the best approach: many Customers require additional support to stay in work past the first few months G4S has selected the very best organisations to deliver this service such as the Richmond Fellowship, rather than assuming that the organisation who helped the person find work is always the best to help them sustain it and many Customers, particularly the hardest-to-help, are trapped in a low-pay no-pay cycle that can only be broken through rigorous, tailored in-work support. DWP research (in-house report 98) shows that close initial support and ongoing contact built around a job advancement strategy are most effective in delivering sustainable outcomes. Delivery Strategy: G4S has split Kent, Surrey & Sussex into 3 to structure the model of delivery, reflective of the counties. Evidence that this is the best approach: No one organisation can deliver across the entire region Customer demographics and needs vary between local authority areas within Kent, Surrey & Sussex. For example, the coastal areas of North Kent present particularly high levels of deprivation compared to the more prosperous areas of North Surrey. In these coastal areas we use Job Brokers embedded in these communities, such as Medway Council. To augment this provision G4S sub contracts specialist Knowledge Bank provision to address the multiple needs present in deprived areas. Natural geography shapes travel to work patterns. For example, coastal towns such as Brighton suffer from a 180 degree travel to work pattern which negatively impacts on the opportunities available within a certain travel time. G4S subcontracts the best Job Brokers in the region, and combine this provision with support from 1066 Enterprise to assist G4S Customers into self-employment. Delivery Strategy: G4S makes thousands of regional, national, G4S and corporate partner vacancies available through: our National Employer Manager our Employer Liaison Manager for Kent Surrey & Sussex the G4S Online Global Careers Centre and our subcontractors vacancy-sourcing activities. In 2010, our supply chain collectively sourced vacancies from over 5,000 employers. Evidence that this is the best approach: Customers have fast-track access to job vacancies in key local sectors, including Retail, Hospitality and Construction and streamlined access to vacancies increases Customers chances of securing the job. No delivery model in the history of UK welfare-to-work brings as many confirmed jobs as G4S, our subcontractors and our corporate partners do to the Work Programme G4S works with our subcontractors through the implementation of our supply chain and performance management structure proven across over 6,000 contracts. Every supply chain partner has: a formal contract with G4S that details the legal and moral
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.1 (continued) obligations on both parties a named individual G4S Supply Chain Manager responsible for their well-being and performance clear weekly numerical targets for attachments, job starts, job outcomes and sustainments and unambiguous guidance to set out the qualitative targets and wider responsibilities for G4S and our supply chain. Subcontractors Operations Managers report weekly to their Supply Chain Manager on performance against targets and to share best practice. This weekly review also measures progress against any Performance Improvement Plans. Formal contact is supplemented by regular informal calls, meetings and emails. G4S works with underperforming subcontractors to improve outcomes. This includes sharing best practice and implementing changes in staffing and management where necessary. Where subcontractors consistently underperform, G4S move Customer flows to high performing subcontractors and will, in extremis, remove organisations from our supply chain. G4S has made a clear commitment to a transparent and fair funding model for our supply chain that incentivises organisations to achieve sustained job outcomes for all Customer groups. Job Brokers are paid on attachments, job outcomes and sustainments. Small charitable organisations have been given the option of higher attachment fees to ease their potential cash flow burden. In Work Partners are paid on sustainment outcomes achieved. Our Knowledge Bank is flexibly funded with some providers, such as CAB and Gingerbread paid entirely in up-front fees. We believe that no other Prime Contractor is passing through as much funding to subcontracted front-line delivery as G4S are. G4S has demonstrated its commitment to open, honest and fair subcontracting relations that surpass the Code of Conduct and Merlin Standard. Evidence of this comes from the testimony of [REDACTED] of RBLI: honesty, integrity, professionalism and treating each customer as an individual are at the heart of our approach. G4S share those values, demonstrating them throughout the subcontractor selection process. G4Ss Knowledge Bank has been selected to meet the needs of all Customers, particularly the hardest-to-help. Over 45% of the organisations in our supply chain are from the voluntary sector, with an established presence in local communities and intimate knowledge of local needs. For example, the Fellowship of St. Nicholas has been supporting Customers in rural East Sussex with parenting, basic skills and vocational placements for over 70 years. In Thanet, 40% of the working-age population do not possess qualifications beyond Level 2. G4S subcontracts to Groundwork Kent & Medway to deliver IT Training from their SparkIT Centre, which also acts as community hub. G4S subcontracts Thanet Community Development Trust to provide vocational courses and basic skills provision and Kent Enterprise Trust deliver literacy and numeracy training as well as industry-specific courses. In Brighton, 8.8% of 18-24 Customers are NEET, well above the regional average. Catch 22 provide a tailored support service to 18-24 Customers. Albion in the Community deliver groups sessions with 1:1 follow up mentoring for this age group. 3500 Lone Parents reside in Medway. G4S subcontracts parenting support and childcare advice to Gingerbread. In Surrey, over 20% of JSA claimants are over 50 years of age. G4S supports 50+ Customers through PRIME, who provide a telephone help line and the Plus Team who provide a 1:1 specific advice network. In Wealden 58% of households are further than 8km away from a JCP office. G4S subcontracts Action for Rural Sussex to provide extensive outreach to ensure that these Customers can access a local provision, and Ixion to deliver training provision to rural communities from Mobile Learning Units. In Crawley, 24% of JSA Customers are from BAME communities. Employability Forum provides support, advice and specific training for BAME Customers and employers. There are over 4,000 Customers claiming IB due to mental health problems in Brighton, the highest proportion in the South East. The Bridge Community Education Centre provides a 10 week programme that includes volunteer work placements for Customers with mental health needs. - 29 -

RESTRICTED COMMERCIAL IN CONFIDENCE [5.2] Management Structure Please provide: a description of the proposed management structure and how the required management skills and expertise, including working with local stakeholders, have been identified and will be delivered. You should also include a description of associated responsibilities and reporting lines ; a description of how you will work with the management teams of any supply chain organisations and key delivery partners; and explain why your management structure is appropriate for the Work Programme within this CPA;

Please include an organisation chart (attach as Annex 4) showing the proposed management structure for the Work Programme for this CPA.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to three sides of A4. Note: Format requirement and page limit does not apply to the organisation chart(s) which you must insert as Annex 4.

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RESTRICTED COMMERCIAL IN CONFIDENCE 5.2 G4S manages the Work Programme in Kent, Surrey & Sussex through: our Central Welfare-to-Work Team entirely dedicated to delivering Work Programme contracts our Work Programme Regional Team exclusively dedicated to delivering the G4S Work Programme in Kent, Surrey & Sussex and our subcontractors diverse national, regional and local management teams. G4S Regional Management Team Structure: Contract Director, [REDACTED], is responsible for the achievement of all Work Programme contractual, financial and qualitative targets across the whole of Kent, Surrey & Sussex. [REDACTED] manages: [REDACTED] Supply Chain Managers (SCMs), responsible for the performance and management of [REDACTED] Job Brokers, [REDACTED] In Work Partners (including those that are Job Brokers) and 114 Knowledge Bank Providers our Employer Liaison Manager, responsible for ensuring that the thousands of vacancies generated by G4S and our corporate partners in the region are made available to our local delivery partners. They are also responsible for managing all jobs secured by our delivery partners through the entirety of the supply chain and our Contract Coordinator, responsible for providing high-level executive assistance and support. Subcontractors Management Team Structures: subcontractors are required to have a named Operations Manager in each sub-region, reporting to an individual G4S SCM, and responsible for their organisations overall performance across the sub-region G4S Central Team Management Structure: Sean Williams, Managing Director. G4S Welfare to Work. Reports to: Work Programme Project Board chaired by [REDACTED], CEO G4S UK and Ireland. Responsibilities: Ultimate responsibility for the success of our Work Programme business in Kent, Surrey & Sussex ensuring that all contractual, performance, financial and ethical targets are exceeded. [REDACTED] (MD) direct reports are: [REDACTED], Chief Operating Officer (COO). Responsibilities: Day-today operational responsibility for the successful running of our Work Programme and ensuring that [REDACTED]is delivering her targets Chief Information Officer (CIO), [REDACTED]. Responsibilities: Overall responsibility for the implementation, maintenance and improvement of our IT infrastructure in Kent, Surrey & Sussex including our Informatics System for Individual Support (ISIS) Chief Financial Officer (CFO), [REDACTED]. Responsibilities: Managing the financial performance of our Work Programme contract in Kent, Surrey & Sussex including budgetary controls, and overseeing financial audits Head of Policy (HoP), [REDACTED]. Responsibilities: Identifying the latest policy developments, academic research and national and international best practice to improve performance on the Work Programme in Kent, Surrey & Sussex Head of HR and Development (HRD), [REDACTED]. Responsibilities: Strategic-level responsibility for recruiting, training, and developing both our own staff, and those of our supply chain. Responsible for a smooth and successful TUPE transition in Kent, Surrey & Sussex. [REDACTED] (CIO) direct reports are: our IT Projects Manager, [REDACTED], responsible for deploying and maintaining ISIS, and for managing the IT Support Analyst (who is responsible for user maintenance and firstline support) and our PRaP Interface Manager, responsible for all aspects of PRaP interface, and for managing our Data Inputters (who are responsible for inputting PRaP data accurately and securely onto ISIS). [REDACTED] (CFO) direct reports are: two Management Accountants, responsible for producing accurate and timely management reports explaining variances against budget, performing month end duties and assisting subcontractors with financial [REDACTED]. Responsibilities: Ensuring that all stakeholders in Kent, Surrey & Sussex are continually informed of the progress of G4Ss Work Programme and its performance against targets. [REDACTED] (HoC) direct reports are two Marcoms Executives, responsible for producing our
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.2 (continued) performance updates, weekly reports, our Kent, Surrey & Sussex newsletter, and for maintaining our website. our Head of Compliance, responsible for the contractual and legal compliance of our Work Programme contract in Kent, Surrey & Sussex throughout our supply chain. The Head of Compliance manages [REDACTED] Audit Officer responsible for delivering internal and subcontractor audits. our National Employer Manager responsible for strategic level employer relationships, and for ensuring that all of our vacancies and those of our corporate partners are accessible to all Customers and our Contract Directors including the Contract Director for Kent, Surrey & Sussex, [REDACTED]. G4S identified the required management skills and experience for delivering Work Programme in Kent, Surrey & Sussex, including working with local stakeholders, by: surveying the skills sets of current high-performing managers in the welfare-to-work space, and in adjacent spaces such as recruitment and supply chain management mapping the required tasks for delivering and managing the Work Programme in Kent, Surrey & Sussex against a set of skills and desirable experiences the expert input of our Project Board, HR Team and local stakeholders for every role producing a set of core Key Performance Indicators and plotting each of these against a set of requisite skills and experiences and auditing each role profile and person specification to ensure that they embrace skills and experience in working with local stakeholders. G4S delivers the required management skills and experience by: producing detailed role and people specifications for every role in our management structure based on the needs analysis above advertising widely for potential candidates selecting candidates based on competency-based interviewing and role-based tests only selecting managers who can demonstrate the skills and experience to work with local stakeholders. For example Contract Director [REDACTED]has 8 years experience working in the welfare-to-work industry in the South East and existing relationships with local stakeholders such as: [REDACTED], Chief Executive of the South East Chambers of Commerce [REDACTED]Chief [REDACTED], Partnership Manager of Kent County Council. G4S only selects subcontractors with relevant management skills and experience. For example, [REDACTED], Director of Employment of RBLI has been working in the welfare-to-work industry for over 15 years and [REDACTED], Chief Executive of Kennedy Scott has in the welfare-to-work industry for over 20 years. G4S adopts a positive, open and proactive approach to working with our supply chains management teams. We: sign a contract with each subcontractor outlining what they can expect from G4S, their responsibilities, their minimum performance levels, Minimum Service Delivery Levels, and dispute resolution procedures match a named Operations Manager at each subcontractor with a named SCM within the Kent, Surrey & Sussex Regional Team co-produce a Situational Management Plan with each subcontractor describing how we will work together this plan is reviewed quarterly hold structured performance meetings between the Operations Manager and SCM focussing on variance from contracted numbers (both positive and negative), core delivery issues and action planning for continuous improvement. The frequency of these meetings is determined by the performance and risk rating of the subcontractor, and is at least fortnightly and underperforming subcontractors are contacted daily. convene quarterly strategic performance review meetings with named Senior Managers at each of our Job Brokers and [REDACTED]Contract Director conduct daily informal telephone calls between [REDACTED], our SCM and managers at all levels of our supply chain deliver best practice sharing workshops and management training across our management teams and those of our supply chain hold both our own managers and

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RESTRICTED COMMERCIAL IN CONFIDENCE 5.2 (continued) our supply chains managers accountable for performance in Kent, Surrey & Sussex through league tables, individual performance reviews and input to remuneration setting recognise and reward success in our subcontractors management teams, including at our awards ceremony at our annual subcontractor Management Forum work closely with the national senior managers of our supply chain through, for example, representation at ERSA, the CBI Welfare to Work panel and other industry bodies drive the input of our subcontractors managers into the improvement of the whole G4S Work Programme through attendance at our bi-annual Strategy Forum ensure that all managers are able to exploit the full functionality of ISIS in producing management reports and informatics to inform performance improvement support subcontractors managers in the production of their Employer Engagement and Stakeholder Engagement Plans, and co-review those plans quarterly implement a clearly defined escalating step-in process for underperforming subcontractor managers, beginning with activities including action planning, and active support, moving through activities such as retraining and jobshadowing and ultimately to requiring managers to be replaced in the event of continued under-performance. G4Ss Management Structure is the most appropriate for delivering the Work Programme in Kent, Surrey & Sussex. G4S has made a clear choice to maximise the amount of resource available to front-line delivery by passing through 90% of the funding that we receive directly through to our supply chain. We believe that this is more than any other Prime Contractor, based on testimony of our supply chain. Because other Prime Providers do not pass down as much funding they are often unable to attract those subcontractors who provide the best service for the Customers (for example through better premises, higher numbers of Advisors, smaller caseloads and more frequent training for Advisors). The G4S model is to pick the very best subcontractors and to add value to their delivery through lean, expert supply chain management. G4S deploys a management structure that is small enough to maximise resource at the front-line, whilst being large enough to provide assurance that all targets in our Work Programme in Kent, Surrey & Sussex will be met. Our Central and Regional management structures reflect G4S best practice, drawing on our proven track record of efficiently delivering complex public service contracts involving diverse supply chains. Our Regional Management Team is structured to provide maximum support and rigorous performance management to our supply chain. Each subcontractor has a named SCM. G4Ss Management Structure has a clear hierarchy of authority. Operations Managers within our subcontractors report in to SCMs, who report to [REDACTED], who reports to [REDACTED](COO). Functional staff report to their departmental lead. Departmental Heads and Directors report to the Managing Director, Sean Williams. This is most appropriate for the Work Programme in Kent, Surrey & Sussex as it ensures clear accountability for performance at every level of the organisation. Everyone in G4Ss management structure has appropriate spans of control no manager has more than 8 direct reports. This is most appropriate for the Work Programme in Kent, Surrey & Sussex as it ensures that managers are appropriately stretched without being overloaded. G4S implement a flat management structure front-line staff are no more than 5 steps away from the Managing Director. This is most appropriate for the Work Programme in Kent, Surrey & Sussex as it empowers staff to make decisions, and facilitates increased communication. G4Ss management structure has centralised support functions. This is most appropriate for delivering the Work Programme in Kent, Surrey & Sussex because it: reduces overheads ensures that Kent, Surrey & Sussex benefits from national lessons and best practice increases the level of professionalism in specialist areas such as finance and HR and clearly separates activity from delivery.
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RESTRICTED COMMERCIAL IN CONFIDENCE [5.3] Management of Delivery Please clearly describe: How you and your supply chain will manage and monitor the quality of delivery of the Work Programme to ensure that the whole provision within this CPA is of a consistently high standard and meets your minimum service levels;

Your approach to performance improvement activities for your supply chain as a whole, outlining how you and your supply chain will act on the findings of any monitoring activity including the resolution of issues from within your own supply chain, partners or other bodies.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to three sides of A4.

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RESTRICTED COMMERCIAL IN CONFIDENCE 5.3 G4S currently manages and monitors the quality and performance of over 5,000 suppliers delivering 1 billion worth of services each year. We have used this breadth of experience to inform our management and monitoring systems for the delivery of the Work Programme in Kent, Surrey & Sussex. G4S manages Work Programme delivery in Kent, Surrey & Sussex through: setting a clear vision with clear objectives communicating our vision and objectives throughout the supply chain setting clear Key Performance Indicators (KPIs) for every person in our Work Programme structure in Kent, Surrey & Sussex regular reporting against those KPIs at an individual, team, subcontractor, regional and national level holding individuals and subcontractors accountable for their performance improving underperformance and rewarding and sharing over-performance. G4Ss objectives for the Work Programme are encapsulated in our 10 Core Performance Criteria: 1) Exceeding all Job Outcome Targets 2) Exceeding all Sustainment Targets 3) Maximising Stakeholder Satisfaction 4) Offering appropriate support to every Customer 5) Maximising Customer Satisfaction 6) Maximising Employer Satisfaction 7) Ensuring the well-being and diversity of our Supply Chain 8) Achieving parity of outcomes across all demographic groups 9) Delivering on our Minimum Service Delivery Levels (MSDLs) 10) Meeting all contractual and evidence requirements. G4S communicates these objectives within our own organisation, and through our supply chain, via: staff inductions briefing sessions roadshows staff conferences our fortnightly newsletter and weekly performance reports. Subcontractors manage the communication of these objectives within their own organisations via: email meetings internal briefings ongoing training and cascading all G4S communication. G4S turns every objective into a set of measurable KPIs. G4Ss 10 Core Performance Criteria form 25 KPIs, including KPIs for each Minimum Service Delivery Level. These are held in their entirety at an organisational level by the Managing Director. They are subdivided into contract-level KPIs, subcontractor KPIs and individual staff member KPIs. Subcontractor KPIs form part of that organisations contract with G4S. Individuals KPIs form part of staff members job descriptions and bonus criteria. G4S reports publicly against these KPIs on a weekly basis at a national, regional and subcontractor level. Subcontractors and Supply Chain Managers receive a weekly report broken down at team and individual staff member level. G4Ss subcontractors management of the Work Programme in Kent, Surrey & Sussex mirrors that of G4S. They: communicate the G4S vision and objectives to their staff cascade their contractual KPIs to individual Operations Managers and frontline staff use G4Ss regular reports to hold each member of staff responsible for their achievement against their share of the KPIs performance manage underperforming staff and reward and recognise over-performing staff. G4S and subcontractors manage underperformance in Kent, Surrey & Sussex at an individual level through Performance Improvement Activities led by that individuals Line Manager. Short-term underperformance (for example missing one KPI in one week) is dealt with at that individuals weekly performance review. The individual is required to explain the failure, and outline what steps that they are taking to ensure that it does not happen again. Missing a KPI over a series of weeks becomes a matter for Performance Improvement Planning. This Plan can encompass retraining, daily catch-up calls, work shadowing and additional management time. Consistent failure to hit KPIs results in the termination of that employees contract. Underperformance at a subcontractor level in Kent, Surrey & Sussex is managed through Performance Improvement Activities led by the G4S Supply Chain Manager
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.3 (continued) responsible for that organisation. Subcontractors are required to explain variances against their contracted KPIs at their fortnightly performance reviews. Consistent underperformance is subject to Performance Improvement Planning, the reassigning of referral numbers, escalating support measures, and ultimately termination of contract. Underperformance across Kent, Surrey & Sussex is the responsibility of the Contract Director, who is accountable to the Chief Operating Officer and ultimately to the Managing Director. Underperformance across all G4S Work Programme contracts is the responsibility of the Managing Director, who is accountable to DWP and the Project Board, and who retains his job on the basis of meeting all of our commitments. G4S and our subcontractors manage over-performance at an individual level in Kent, Surrey & Sussex through: public acknowledgement in the fortnightly newsletter congratulatory letters from the Contract Director and Managing Director the presentation of awards at our annual ceremony and increased remuneration. Over-performance at a subcontractor level in Kent, Surrey & Sussex is recognised and rewarded through: subcontractor league tables increased referral numbers the presentation of awards at our annual ceremony and our funding model that financially rewards subcontractors for over-performance. G4S and our subcontractors actively manage the sharing of best practice to ensure a consistently high standard of provision across Kent, Surrey & Sussex by: producing and disseminating written best practice guides highlighting best practice in our fortnightly newsletters facilitating best practice sharing workshops shadowing topperforming staff and creating a community of practitioners facilitated through the G4S website. By actively managing performance at every level of our delivery structure, and actively disseminating best practice, G4S ensures that the whole provision within Kent, Surrey & Sussex is of a consistently high standard. If any piece of our delivery network is underperforming, our weekly reporting identifies the discrepancy. No underperformance is tolerated every instance is actively managed using the processes outlined above. Ultimately we manage the consistent performance of the entirety of our provision against our minimum standards by removing elements of our delivery that, even after support, are unable to meet our exacting high standards. The main tool that G4S and our subcontractors use to monitor the quality of our Work Programme delivery against our 10 Core Performance Criteria is ISIS our Informatics System for Individual Support. ISIS is a custom-built performance management system, combining a leading case-management system with world-class contract management and reporting tools. ISIS reports in real-time, at advisor level through to national level, on: job outcomes against target sustained job outcomes against target Customer progress against Action Plans Customer compliance with Situational Contact Plans utilisation of Knowledge Bank support efficacy of Knowledge Bank support progress against Customer needs identified repeat vacancy generation rates sustainability rates by employer, industry and job the number of subcontractors in our supply chain the percentage of suppliers from the private, public and third sectors in our supply chain the percentage of small subcontractors (less than 50 employees) in our supply chain the percentage of our supply chain achieving all of their contracted targets parity of outcomes across demographic groups delivery of our MSDLs and compliance against contractual targets. G4S and our subcontractors further monitor the quality of delivery of the Work Programme to ensure that the whole provision within Kent, Surrey & Sussex is of a
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.3 (continued) consistently high standard and meets our MSDLs through: actively seeking regular DWP feedback quarterly surveys Customer focus groups employer focus groups individual interviews with Customers and other stakeholders mystery shoppers verbal, written and online questionnaires group forums monitoring industry sites such as Indus Delta feedback from our Supply Chain quarterly reports from our Supply Chain Managers quarterly financial health checks of our subcontractor base feedback from industry bodies such as ERSA audits by our internal audit team G4S Assessment Services reports external audits and DWP audits. Performance Improvement Activities: In addition to the performance activities outlined above, G4S uses the data that we obtain through ISIS, and our wider monitoring activity, to improve performance levels throughout our supply chain, including in our regional and central management teams. G4Ss approach to performance improvement activities: G4S provides supportive, rather than punitive contract management to drive performance. Engaging with underperforming subcontractors is a continuous and progressive practice rather than a crisis response. Having set ambitious and realistic targets, we action plan and review together with our subcontractors to help them deliver. G4S communicates with subcontractors on a daily basis. Analysis of ISIS data is carried out on a weekly and monthly basis, with daily breakdowns available where appropriate. G4S uses this capacity to quickly identify problems to rapidly engage with underperforming subcontractors. G4S acts on the findings of any monitoring activity by: communicating the results of that monitoring activity throughout our own organisation and our supply chain assigning a dedicated Responsible Manager to the feedback at an appropriate level of seniority working with subcontractors, stakeholders and our own staff as appropriate to devise a Performance Improvement Plan or Best Practice Rollout Plan holding the Responsible Manager to account for the implementation and efficacy of the Plan through fortnightly reviews with their Line Manager (or monthly reviews with the Project Board where the Responsible Manager is the Managing Director) modifying processes, procedures and/or infrastructure in light of the monitoring activity to ensure continuous and sustained improvement across our delivery. Our Supply Chain acts on the findings of any monitoring activity through the implementation of activities on the Performance Improvement Plan or Best Practice Rollout Plan including by: retraining staff modifying induction processes changing management increasing the availability of resources work-shadowing top-performing staff changing employer liaison methods delivering best practice workshops improving communication channels improving Action Plan checks employing additional staff modifying interview preparation techniques revising case review procedures improving needs assessment methodologies adapting in-work support and streamlining Knowledge Bank referral processes. G4S effectively resolves issues from within our own supply chain, partners and other bodies. G4S implements a preventative approach to potential issues by maintaining a close and open relationship with all subcontractors, partners and stakeholders. As part of our comprehensive Stakeholder Engagement Strategy for Kent, Surrey & Sussex all of G4Ss supply chain, partners and other bodies have a named contact within G4S to whom they can raise issues. When an issue is raised, the named individual: acknowledges the issue logs the issue on ISIS produces an Issue Response Plan reports on progress against the Issue Response Plan at fortnightly reviews with their Line Manager updates the Stakeholder Engagement Plan to acknowledge the issue.

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RESTRICTED COMMERCIAL IN CONFIDENCE [5.4] Delivery Locations Provide details of the key delivery locations and explain how you and your supply chain will achieve full geographical coverage of provision for the delivery of the Work Programme within this CPA; and

Detail what you have taken into account in terms of the needs of the customer groups in determining this approach.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to four sides of A4.

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RESTRICTED COMMERCIAL IN CONFIDENCE 5.4 Key delivery locations: G4S delivers the Work Programme across the whole of Kent, Surrey & Sussex through 124 organisations working from 57 key delivery locations, 69 outreach locations and 147 Knowledge Bank locations to cover the entire geography of this CPA. An overview of all Job Broker delivery sites is provided below. Their locations are mapped overleaf.
Subcontractor Location Indicative size (sq. ft.) 1699 1299 1850 1227 3126 1418 1862 1690 1100 2049 3163 1419 2317 1245 990 3769 2110 2853 2926 3015 1009 3568 2032 745 2485 2286 1240 1240 534 620 452 646 1743 387 105 112 138 459 137 135 120 390 450 145 501 105 2502.61 593 307 286 859 807
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Indicative number of staff (steady state) 7 6.5 14.3 6.1 6.75 6.65 5.75 5.75 5.65 6.65 8.8 6.6 6.3 4.7 3.5 9.8 10.5 9.5 9.7 11.2 11.2 10.5 9 6 7.5 7 5.4 4.4 1.8 1.9 1 1 1.8 1.2 0.7 0.7 0.7 0.9 0.8 0.8 1 1.6 1 0.7 0.8 0.7 9.3 1.8 1.5 1.5 2.8

Within 15 minutes of public transport? Y Y Y Y Y Y Y Y Y Y Y Y Y Y N Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y N Y Y Y

DDA requirement compliant by June 2011? Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y

Job Search Facilities

Ashford Bexhill Brighton & Hove Burgess Hill Chatham Chichester Crawley Dartford Eastbourne Gravesend Hastings Horsham Littlehampton Tunbridge Wells Uckfield Brighton & Hove Canterbury Guildford Maidstone Worthing Sittingbourne Ramsgate Dover Dorking Redhill Staines Gillingham X2 Chatham X2 Sheerness Strood Hailsham Lewes Newhaven Uckfield Ashford Dover Folkestone Gravesend Herne Bay Kings Hill Maidstone Margate X2 Sevenoaks Tonbridge Tunbridge Wells Whitstable New Romney x3 Goldaming Leatherhead Redhill Woking

Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y N N Y Y N Y Y Y Y N Y N Y Y Y Y Y

RBLI

Kennedy Scott

ATS Community Support LTD Pertemps

Medway Council Newhaven Community Employment Partnership

Kent Supported Employment

Romney Resource Centre Richmond Fellowship

Renovo

Ramsgate/ Dover

3.3

RESTRICTED COMMERCIAL IN CONFIDENCE 5.4 (continued) G4S has developed a supply chain which guarantees that no Customer is ever more than 20 minutes away from a Job Broker or outreach site. In addition to this comprehensive network of sites, G4S and our supply chain ensure that the full range of provision is delivered across all parts of Kent, Surrey & Sussex by: subcontracting Job Brokers who deliver peripatetically delivering services from 69 outreach locations, including in rural areas such as Bognor Regis, Crowborough and Sevenoaks utilising the 147 delivery sites provided by Knowledge Bank organisations in Oxsted, Horley, Dorking and Haywards Heath encouraging premise-sharing amongst subcontractors, for example Kennedy Scott mainly deliver from larger urban centres and have partnered with Action for Rural Sussex to utilise their mobile service access points delivering from JCP premises where possible and through innovative distance services such as Pertemps mobile delivery vehicle. G4S also has community health centres and facilities which act as community hubs in some of the most deprived areas across the South East. From these centres, we deliver a range of services including, physiotherapy, substance misuse clinics, counselling, GP appointments and childcare facilities. G4S has selected a supply chain with a spread of delivery sites across the region proportional to the anticipated number of referrals, whilst still ensuring that every Customer has access to the full range of provision as demonstrated in the map below. G4S has verified that our delivery model provides full geographical coverage through: testing our delivery model with key strategic partners in the region, including Katy Thomas, East Sussex County Council sense-checking our delivery map with key members of our supply chain such as [REDACTED], Senior Partnership Officer at Kent County Council correlating our delivery premises with those of JCP and substantiating that all delivery premises are located close to public transport hubs 100% of premises in Kent, Surrey & Sussex are within mile of a public transport link.
G4S Work Programme Delivery Map for CPA10

All of the identified delivery premises will be operational from June 1st 2011. 80% of them are already operational. Where premises need to be set up Implementation Plans are in place for each new site. G4S continuously meets the requirement to achieve complete geographical coverage throughout the life of the contract by evolving our supply chain and delivery network in response to Customer need. We do this using information from ISIS (Informatics System for Individual Support) and feedback from our Customers, our supply chain, DWP, and other strategic partners.
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.4 (continued) Meeting Customer needs: G4S has a situational approach to delivering the Work Programme. This situational approach is applied to meeting Customer needs through appropriate delivery locations. We have chosen subcontractors because they have the experience, local knowledge and demonstrated ability to meet the Customer needs in their area, and support those Customers into sustained employment. Subcontractors delivery locations form a key part of our selection process in Kent, Surrey & Sussex. G4S knows that the optimum location from which to deliver job brokerage is one which is: close to JCP offices close to a Customers residence close to transport links and close to hubs of employment. For example, G4S subcontract Medway County Council to deliver from three community locations, one of which is a church hall located in a deprived area of Chatham. In Brighton, Kennedy Scott deliver from a central city centre site that is 250 yards from Brightons main station, and brings Customers into contact with the citys main economic area. In West Sussex, G4S subcontract Pertemps to deliver a peripatetic service to G4S Work Programme Customers in rural areas. In Kent, Kent Supported Employment can utilise all of Kent County Councils properties to reach G4S Work Programme Customers. Our approach has been informed by a detailed analysis of anticipated Customer groups, using DWP statistics and our own research into the needs of local Customer groups. We have considered the generic needs of all Work Programme Customers, as well as the needs of specific Customer groups. G4Ss research function has anaysed the potential Customer groups and demographics in Kent, Surrey and Sussex before plotting locations against a needs and barriers matrix. In determining our approach we have particularly taken into account the needs of the following Customer groups. Customers living in rural areas: G4Ss 9 Job Brokers in Kent, Surrey & Sussex ensure that every Customer is able to attend a face-to-face appointment. To overcome the difficulty of guaranteeing face-to-face appointments in rural areas and meet the needs of rural Customers G4S: subcontracts Job Brokers such as NCDA to deliver peripatetic job brokerage from 34 local community centres, schools, colleges and libraries utilises innovative distance services such as Ixions fleet of Mobile Learning Units who deliver training provision to rural communities accesses local transport initiatives, such as South East Rural Community Councils who produce personalised travel plans for G4S Customers subcontracts providers embedded in rural communities such as Romney Resource, a small, local Job Broker based in rural Kent, and particularly well placed to understand local need and subcontracts Job Brokers such as Richmond Fellowship who carry out home visits to G4S Work Programme Customers. Disabled Customers: G4S ensures that all subcontractors have the financial and material capacity to make reasonable adjustments for any Customer with a disability under the DDA. This might include: arranging home visits arranging personal appointment locations and times providing wheelchair accessible facilities providing information in alternative formats and providing equipment for Customers with sight or hearing impairments. Our subcontractors in Kent, Surrey & Sussex are experts at delivering to Disabled Customers. For example, RBLI currently delivers services to over 6000 disabled Customers across Kent, Surrey & Sussex. In addition, G4S operates a Patient Transport Service across Surrey through a fleet of over 200 vehicles. We conduct over 400,000 non-emergency patient journeys every year in partnership with PCTs and community health centres. Customer groups requiring additional mobility support or encouragement making a journey are provided with an unparalleled door-todoor service not seen before in welfare to work provision. G4S drivers and patient escorts have mental and physical health training to address all Customer needs. Lone parents: G4S ensures that all Job Brokers are aware of their responsibility to
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.4 (continued) cover the cost of childcare for all lone parents. Our subcontractors ensure availability of childcare through: 8 Job Broker premises with on-site facilities 100% of Job Broker premises within 1 mile of affordable childcare provision a telephone Advice and Guidance service provided by Gingerbread and a list of registered childcare services Displayed in all Job Broker premises. Black, Asian and Minority Ethnic (BAME) Customers: G4S meets the needs of all BAME Customers by: selecting organisations with an established presence in the heart of areas with large BAME communities. For example, in the Medway Towns, an area with a high proportion of residents from the South Asian community, G4S has subcontracted Medway because they have been delivering employment-related services in Medway for over 20 years and have experience meeting the needs of the South Asian population. Customers affected by drug/alcohol misuse: G4S has selected the drug and alcohol misuse specialist Addaction to provide a telephone service to ensure all Customers can access support regardless of their geographic location. In areas such as Brighton, where the drug mortality rate and levels of drug and alcohol misuse is high, further, intensive 1:1 or group support is provided by local specialists in our Knowledge Bank such as Furniture Now! who have worked with clients with drug and alcohol issues for over 15 years. Customers requiring skills training: In order to meet local skills gaps, and to ensure full geographic coverage, G4S subcontracts to over 40 skills providers within the Knowledge Bank in Kent, Surrey & Sussex. In Thanet for example, an area where the Labour Force Survey report that almost 40% of residents do not have Level 2 or above qualifications, G4S subcontracts Thanet College to deliver high-quality skills training. Customers requiring out of hours access: All G4Ss In Work Partners operate an evening and weekend service. In addition the G4S Knowledge Bank includes a number of dedicated phone services such as the Citizen Advice Bureau helpline for debt, legal and benefit advice and Langley House Trusts helpline for ex-offenders. Renovo are providing a dedicated 24-hour helpline for G4S Customers for in-work support and advice. Customers attending provision at subcontractor premises are guaranteed certain minimum standards. These are: minimum opening hours of 9am to 5pm Monday to Friday a mix of private rooms for 1:1 sessions and larger rooms for job search, training and group work an on-site multi-faith room a list of registered childcare services in the area a welcoming, friendly professional environment adherence to Health and Safety legislation (including clear notification of emergency exits) accessibility compliance, such as wheelchair access, handrails, staircases and lifts equipment for Customers with sight or hearing impairments and visible statements supporting diversity and inclusion. G4Ss Supply Chain Managers audit all delivery locations on a quarterly basis. This includes an assessment against our minimum standards for: opening hours prayer room facilities accessibility and compliance with DDA requirements Diversity & Inclusion and the appropriateness of training room facilities. G4S Assessment Services are contracted to deliver Quality and Audit checks on all premises every 6 months. Best practice in meeting Customer needs is shared through forums and quarterly communications from the Central Team. Compliance issues are flagged up to the Regional Contract Director. Issues are logged on G4Ss ISIS and tracked through any corrective procedures taken. To ensure that we have the appropriate delivery sites to continuously meet the needs of all Customers across Kent, Surrey & Sussex, G4S will commission a yearly Needs Analysis Report for Kent, Surrey and Sussex to provide an accurate picture of ongoing Customer need. We will then continuously evolve our Knowledge Bank to reflect: the geographical spread of Customers changing Customer needs and groups Customer feedback and performance data from ISIS on the type of provision that works.
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RESTRICTED COMMERCIAL IN CONFIDENCE [5.5] Volume Fluctuations and Customer Group Changes Describe how you and your Supply Chain will maintain service delivery in the event of fluctuations in numbers of customers and changes to the customer groups referred including potential alterations resulting from changes to the welfare regime referred to you (see Future Services Schedule). Your response should include the following: How you will maintain minimum performance levels; How you will manage expanding/contracting business as a result of Market Shift or economic factors without an adverse effect on service delivery.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to two side of A4.

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RESTRICTED COMMERCIAL IN CONFIDENCE 5.5 G4S knows that referral numbers will fluctuate significantly over the life of the Work Programme, as a result of: macro-economic changes changes to the welfare regime potential changes to eligible Customer groups market shift and the impact of the Work Programme in reducing worklessness in Kent, Surrey & Sussex G4S expects fluctuations in referral numbers and has developed managing strategies accordingly. G4S maintains minimum performance levels in Kent, Surrey & Sussex in the event of increased referral numbers by: subcontracting to more than one organisation in each sub-region of Kent, Surrey & Sussex allocating subcontractors fewer referrals than their maximum capacity to maintain spare capacity in the supply chain (for example in Kent ATS have the capacity to see an extra 1,000 Customers per annum) actively managing the allocation of flows between subcontractors based on capacity and performance maintaining a reserve list of local subcontractors, including local providers such as Kent College and Chichester College, who are also providing Knowledge Bank services, Kent, Surrey & Sussex and are able to commence delivery at short notice maintaining a reserve list of national providers, including Pinnacle People, who have agreed to join the G4S supply chain in Kent, Surrey & Sussex in the event of sustained increased referrals maintaining a New Entrants Fund and utilising our national agreement with Renovo to provide additional in-work services for up to 5,000 Customers. Our supply chain maintains minimum performance levels in Kent, Surrey & Sussex in the event of increased Customer referrals by: anticipating increases in referral numbers in consultation with, JCP, DWP and G4Ss economists active ongoing recruitment activity, including maintaining a list of vetted, appropriately skilled, potential Personal Advisors introducing proven techniques for achieving higher performance with larger caseloads, including specialist group activity and pairing Customers with similar barriers and job goals maintaining a list of suitable, immediately available serviced office space and temporarily redeploying staff from areas with lower than expected levels of work. G4S have actively recruited its supply chain with a proven track record of dealing with fluctuations. For example for Kennedy Scott, with lessons learned from FND in Kent, ensure that they have: multiple delivery options within their delivery model appropriate case load management systems for fluctuations a mobile team of staff with laptops, mobile phones and internet connection partnered with appropriate local providers negotiated with a flexible lease and three-month break clause to allow for future growth or facilitate quick termination have a flexible cost base have a large staffing base and flexible arrangements with sector employment agencies access to a pool of highly skilled interim staff that they can draw and encourage flexible working for all staff. This ensures that minimum services deliverables are always met. G4S maintains minimum performance levels in Kent, Surrey & Sussex in the event of decreased Customer referrals by: working closely with DWP and JCP to identify potential referrals from the JSA Early Entrant Group marketing to voluntary groups including IB/IS Customers and ESA Volunteers sharing best practice amongst our supply chain on working with smaller caseloads ensuring that subcontractors maintain staffing levels appropriate to dealing with the reduced flows contractually obliging subcontractors to maintain the full scope of their delivery under reduced flows and removing underperforming subcontractors from our supply chain. G4Ss supply chain maintains minimum performance levels in Kent, Surrey & Sussex in the event of decreased Customer referrals by: training advisors to work effectively with smaller caseloads (for example, increasing the level of 1-1 interventions) reviewing all Situational Contact Plans to increase engagement levels co-locating with other subcontractors from within G4Ss supply chain to reduce overhead costs (where this does not reduce geographical coverage) and maintaining skills and experience within
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.5 (continued) the supply chain by offering sabbaticals, reduced working weeks, longer holidays and flexible working options for staff. Changing Customer Groups will significantly affect Work Programme delivery. G4Ss flexible, evolving delivery network ensures that we are able to adapt our delivery in response to changing: Customer Groups conditionality regimes Minimum Service Delivery Levels policy direction and legislation, such as the introduction of Universal Credit and the Welfare Reform Act 2009 referral volumes and Customer needs. Our Knowledge Bank is made up of 114 specialist agencies, selected based on their ability to meet our Customers needs. As new Customer Groups join the Programme, G4S uses our New Entrants Fund to bring additional provision into Kent, Surrey & Sussex to meet their additional needs. Knowledge Bank providers whose services are no longer relevant are removed from our supply chain. Job brokerage is necessary to find work and G4Ss Job brokers - for example, RBLI, ATS and Pertemps - have been selected based on their ability to deal with all Customer Groups. G4S maintains a multiplicity of Job Brokers in each sub-region in Kent, Surrey & Sussex. If an organisation is not able to secure jobs for all Customer Groups, including new groups, then they are replaced. G4S and our supply chain maintain minimum performance levels in Kent, Surrey & Sussex in the event of changes to Customer groups by: working with stakeholders and new Customer Groups to understand their additional needs evolving our supply chain setting clear KPIs on performance with the new Customer Groups, reporting weekly on performance against these targets, holding individuals accountable for the achievement of their KPIs and actively managing all instances of under-performance and training staff in the additional needs of the new Customer Groups. G4S will manage expanding business while maintaining service delivery in Kent, Surrey & Sussex by: only referring additional Customers to subcontractors who meet all of their targets, and who have a demonstrated capacity to expand anticipating expanding business through our labour market research (led by Head of Policy, [REDACTED]) and producing a Kent, Surrey and Sussex Growth Strategy to meet that predicted expansion whilst maintaining service delivery utilising our local and national reserve providers who have demonstrated their ability to meet our service delivery standards, including utilising the New Entrants Fund where appropriate and deploying additional G4S resource from across our business in areas such as, Supply Chain Management, HR, Finance and IT to maintain delivery standards. G4Ss supply chain will manage expanding business while maintaining service delivery in Kent, Surrey & Sussex by: maintaining a Rapid Response Contingency Plan owned by each Subcontractors Operational Manager, reviewed by the G4S Supply Chain Manager detailing how service delivery will be maintained under expanding business identifying pinch-points in delivery (such as staffing levels or the size of premises) that would be vulnerable under expanding business, and maintaining a Risk Register to mitigate and manage these risks recruiting additional appropriately skilled staff and properly inducting and training them to maintain service quality and increasing the availability of Customer resources such as internet cafes and training facilities. G4S will manage contracting business with no adverse effect on service delivery in Kent, Surrey & Sussex by: contractually obliging all subcontractors to adhere to our Minimum Service Delivery Levels and to meet all of their KPIs under all referral environments continuing to employ our entire Regional Management Team even under reduced volumes maintaining our full Knowledge Bank capacity supporting our supply chain to access additional sources of funding and reallocating central resource to other G4S projects, but only where this reallocation can be demonstrated to have no negative effect on service delivery.
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RESTRICTED COMMERCIAL IN CONFIDENCE

[5.6] Managing the Customer Experience Please describe: How you will evaluate and monitor the quality of the Work Programme provision to ensure that it meets the needs of individual customers;

What procedures will be in place for handling complaints as well as feedback from customers of their experiences on the programme; and

how you will act on any findings.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to two sides of A4.

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RESTRICTED COMMERCIAL IN CONFIDENCE 5.6 Best practice programme evaluation requires continuous monitoring of performance against a defined set of standards. G4S evaluates the quality of our Work Programme provision in Surrey, Sussex and Kent against 10 Core Performance Criteria to ensure that it continuously meets the individual needs of all our Customers: 1) Job Outcomes and 2) Sustained Job Outcomes. We monitor performance against these criteria using ISIS(Informatics System for Individual Support) and published DWP performance data. We evaluate our provision as good if we are exceeding all contractual targets, if we are outperforming all of our competitors and if we are meeting all individuals needs. 3) Stakeholder Satisfaction monitored through regular DWP contact, regional partnership meetings, quarterly surveys, the active soliciting of feedback by our Contract Director, [REDACTED], and through our Stakeholder Engagement Strategy for Kent, Surrey & Sussex. We evaluate our provision based on our approval rating across a range of core areas, including links with local provision, local reputation, and meeting the needs of individual Customers. 4) Appropriateness of support offered monitored through ISIS, Customer and employer focus groups, and individual interviews. Evaluated as good if we can prove that we are appropriately meeting the needs of all Customers referred to us. 5) Customer Satisfaction continuously monitored through diverse feedback channels including verbal, written and online questionnaires, individual interviews, group forums and feedback from websites such as Indus Delta. Evaluated against criteria including effectiveness at meeting the needs of individual Customers, suitability of provision offered and overall service approval level. 6) Employer Satisfaction monitored through ISIS, employer surveys, employer interviews, employer forums and our Employer Engagement Strategy. Evaluated based on repeat vacancy generation levels, sustainability rates and reported satisfaction benchmarked internally, and externally against our competitors. 7) The Wellbeing and Diversity of our Supply Chain monitored through feedback from our supply chain, quarterly reports from our Supply Chain Managers, quarterly financial health-checks, ISIS reporting on the composition of our supplier base, and feedback from industry bodies such as ERSA. Evaluated based on the number of our suppliers achieving their minimum performance standards, the financial stability of our subcontractors, the number of subcontractors leaving our network, reported satisfaction levels and the proportion of our suppliers who are small (under 10 employees), and/or who are from the voluntary sector. 8) Parity of Outcomes Across Demographic Groups monitored through statistical data from ISIS. Evaluated based on achieving parity of outcomes across all demographic groups, across all geographies and across the full range of individual needs. 9) Provision of our Minimum Service Delivery Levels (MSDLs) monitored quantitatively through ISIS, and qualitatively through stakeholder, employer and Customer feedback. Evaluated as good if we achieve 100% compliance against our MSDLs across all geographies, subcontractors and individual Customer groups. 10) Fulfilment of Contractual and Evidence Requirements monitored through G4S Assessment Services audits, G4S Audit Officers audits, DWP feedback, ISIS and PRaP. Evaluated as good if 100% of contractual requirements are met, 100% evidence compliance is demonstrated in our audits, DWP feedback no causes for concern, ISIS reports no inconsistencies and we are paid for all of our attachment, outcome and sustainment claims with no reclaims. G4S actively encourages both positive, and negative feedback from our Customers of their experiences on our Work Programme in Kent, Surrey and Sussex. G4S believes that feedback gives us the opportunity to correct immediate problems with our service, identify best practice and discover ideas for long term improvements to our service delivery. G4S has a clearly defined Complaints Policy which we require our subcontractors to adhere to. Information on how to complain or give feedback is: explained at every Customers initial interview and induction prominently displayed at all
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.6 (continued) delivery premises, including in local community languages periodically sent to all Customers (via mail, email and text) and available on the G4S and our subcontractors website. Our mechanisms for feedback and complaints are as diverse as the Customers that we serve. Customers can complain, or feedback to us: verbally in writing via email via online surveys through an intermediary or by telephone. Customers are able to feedback or complain to: their Personal Advisor the Operations Manager at their subcontractor their subcontractors Regional Manager the G4S Supply Chain Manager the G4S Contract Director the G4S Chief Operating Officer direct to DWP or to the Independent Case Examiner (ICE). Contact details for all of these individuals are provided to all Customers in formats appropriate to their individual circumstances. All complaints are logged on ISIS. Exception reports ensure that all complaints are acknowledged in writing (or more appropriate format) by the person to whom the complaint was made as soon as possible within three days. Complaints are handled confidentially, promptly and politely either by the person to whom the complaint was made, or by a more senior manager depending on the severity and type of complaint. No individual handles a complaint made wholly or partly about their own conduct. All complaints have a clear owner identified and recorded on ISIS. The owner of the complaint is required to thoroughly investigate the issue, and to produce an appropriate Plan of Response within 1 week of the complaint being made. This is monitored through ISIS, and managed by the Line Manager of the complaint owner. G4S and our supply chain act immediately on the findings of feedback and complaints. The Plan of Response is communicated to the complainant and is recorded on ISIS. The Plan of Response clearly states what actions will be taken, by whom and by when. Complainants are always informed that they have the right to escalate their complaint (including to the ICE) if it has not been dealt with to their satisfaction, and clear methods for doing this are supplied. Progress against the Plan of Response is reviewed weekly (at subcontractors review meetings, at weekly G4S Regional Management meetings or at the Central Teams Weekly Summit) until the complaint is fully resolved. The complainant is updated of progress at least weekly using the most appropriate method of communication. Complaints and feedback with wider implications feed into subcontractor and contract-level Continuous Improvement Plans. Supply Chain Managers review complaints and feedback and associated Plans of Response on a monthly basis with their subcontractors. Progress against Plans of Response to complaints and feedback are also reviewed at subcontractors Quarterly Reviews, at G4S Regional Reviews, and at Kent, Surrey & Sussex Contract Directors monthly performance appraisal with our Chief Operating Officer. Very serious complaints are dealt with by the Managing Director reporting to the Work Programme Project Board. ISIS reports on trends in complaints at a variety of levels including by individual front-line staff member, operational office, subcontractor and overall. Any provider receiving an elevated number of complaints, sustained negative feedback, or judged by the G4S Supply Chain Manager to be underperforming, is required to produce a Remedial Plan. Remedial Plans are reviewed weekly by the Supply Chain Manager and Contract Director to ensure that they are being effectively implemented, that they are producing results and that they are impacting on the number of complaints received. In extremis, where remedial action is unsuccessful, or the needs of all Customers are not being met, G4S is contractually empowered to suspend a providers Black Box freedom and implement Red Box support. Under Red Box operations, G4S Supply Chain Managers and Contract Director direct immediate changes to operational procedures. Red Box operations continue until the needs of all Customers are being met against our 10 Core Performance Criteria. G4S and all subcontractors within our supply chain are contracted to cooperate with any ICE investigation, and we abide fully with any and all ICE judgements.
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RESTRICTED COMMERCIAL IN CONFIDENCE

PART 6:

RESOURCES

[6.1] Staff Resources Staffing Numbers, Job Titles and Roles Please provide: Details of the number of staff, shown as full time equivalents, you and your supply chain propose to employ to manage and deliver the Work Programme for this CPA. You should include a description of why you consider this staffing level is appropriate for this CPA at contract start date, together with details as to how you will manage the staffing levels as customer volumes rise and fall over the lifetime of the contract. This should include a description in detail of the number of staff to be drawn from current resources, those to be recruited by both your organisation and any supply chain organisations involved. Please provide details of how you have identified the skills required by staff in your organisation, and that of any sub-contractors, to deliver the service you have proposed at Section 4. You should describe how you propose to acquire staff with these skills or provide the appropriate training to ensure that these skills are available to commence delivery of the service on the date you have proposed. A resource plan should be provided (attach as Annex 5) showing how staffing, by full time equivalent and job title/role, will be allocated across this CPA and a description of the job roles of staff shown in Annex 5.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to five sides of A4. Note: Format requirement and page limit does not apply to the resource plan which you must insert as Annex 5.

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RESTRICTED COMMERCIAL IN CONFIDENCE [REDACTED]

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RESTRICTED COMMERCIAL IN CONFIDENCE [REDACTED]

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RESTRICTED COMMERCIAL IN CONFIDENCE [REDACTED]

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RESTRICTED COMMERCIAL IN CONFIDENCE 6.1 (continued) [REDACTED]

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RESTRICTED COMMERCIAL IN CONFIDENCE [6.2] Transfer of Undertakings (Protection of Employment) Regulations 2006 (TUPE) Please refer to the Provision Specification and Supporting Information before completing the following TUPE questions. [6.2a] TUPE Managing the Transfer Please detail your plans and those of any Sub-contractors for managing TUPE transfers which will/may result from this Work Programme contract. Your response should include: measures you propose to take under Regulation 13 of the TUPE regulations, (including any proposals to seek agreement to change terms and conditions of employment or any redundancies for organisational, technical or economic reasons over the life of the Contract), to enable you to meet their statutory requirements; how you propose to communicate with transferring staff prior and immediately after the transfer date; an outline of your plan of activity to transfer in staff; how you propose to work with existing employers to ensure a smooth transfer of staff; and details of how you plan to ensure that any Sub-contractors will fulfil the requirements of TUPE Regulations and any relevant Codes and Statements of Practice.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to two sides of A4.

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RESTRICTED COMMERCIAL IN CONFIDENCE 6.2a G4S has TUPE transferred over 40,000 staff, and uses this vast experience to understand and fully comply with all relevant TUPE legislation including Regulation 13. G4S contractually obliges all of our subcontractors to comply with all legal requirements including Regulation 13 of the TUPE regulations, and supports them to do this. Regulation 13 of TUPE sets out the obligations upon parties to a relevant transfer to inform and consult. Regulation 13 places an obligation upon G4S and our subcontractors to inform the appropriate representatives of any affected employees of the legal, economic and social implications of the transfer. This includes the effect of the relevant transfer upon the contracts of employment of any affected employees and, in particular, whether G4S and our subcontractors consider that particular employees will or will not transfer. G4S commits, supports and contractually obliges our subcontractors, to provide that information long enough before a relevant transfer to enable the employer of any affected employees to consult with trade unions and the appropriate representatives of any affected employees. G4S commits, supports and contractually obliges our subcontractors in Kent, Surrey & Sussex to minimise any changes to terms and conditions following a transfer. Where possible, G4S and our supply chain seek to maintain: hours of work pension entitlements holiday entitlements location of premises and management structures. The data provided to date by potential outgoing providers is very poor. At the time of writing G4S and our subcontractors have no proposals to change any terms and conditions of employment or to make any redundancies. G4S has a comprehensive Communications Plan relating to all aspects of the Work Programme TUPE transfer. We contractually require our subcontractors to do likewise and support them to do so. G4Ss TUPE Communications Plan is outlined below.
What will be communicated Consultation on proposed measures and providing information on the TUPE process Information about the Work Programme contracts, TUPE process and pensions Tailored responses to questions raised by affected potentially transferring employees Impact assessment and responses to individuals concerns Induction to include Work Programme values, approach to inclusion and diversity, operational information and role profile Who will be communicated with Recognised Trade Unions and elected employee representatives All potentially affected employees Potentially affected employees plus their elected representatives and Trade Unions All potentially affected transferring employees Any transferred employees Frequency of communication Initial meeting post-bid announcement plus monthly meetings for up to six months Minimum of two roadshows per CPA after bid announcement Q&As will be updated at weekly intervals and distributed to relevant personnel Initial meeting with each employee and follow-up meetings as necessary Within 30 days of transfer Method of communication Face to face meetings followed by personal letters and production of FAQs Roadshows by the Contract Director plus HR representative Online TUPE webpage plus a hard copy of responses for all work locations Face to face meetings with an HR representative Welcome Pack, Induction presentation and appropriate rolespecific training

[REDACTED], our Head of HR & Development, will lead on consulting with, and providing information to, transferring employees. [REDACTED] is supported by [REDACTED], HR Manager. [REDACTED] involvement in the TUPE implementation is funded out of the transition budget. [REDACTED] and [REDACTED] bring over 35 years of combined experience in TUPE - 56 transfers G4S

RESTRICTED COMMERCIAL IN CONFIDENCE 6.2a (continued) and our subcontractors will communicate with transferring staff prior to, and immediately after, the transfer date by: writing to all potentially affected staff writing to all recognised Trade Unions and elected representatives meeting with Trade Unions and elected representatives meeting with all potentially affected transferees producing a FAQ guide to TUPE in the CPA hosting a TUPE hotline run by our in-house HR team and facilitating meetings between our subcontractors and transferring staff. As a Prime Contractor, rather than a deliverer of services, G4S does not envisage any direct transfer in of staff. G4S has a robust plan to support the transfer in of staff to our subcontractors in Kent, Surrey & Sussex outlined below.
Activity Ensure that subcontractors are requesting completion of a detailed due diligence TUPE questionnaire from the transferring service provider/s Facilitate meetings of HR colleagues from transferring service providers and subcontractors to agree: (i) the information and consultation plan and access to affected employees (ii) dates, content and locations for employee roadshows (iii) the process for the transfer of TUPE data (e.g. late payroll data, personnel files) (iv) the process for transfer of current casework plus historical records for disciplinary / grievance cases Ensure that subcontractors are determining and communicating their measures relevant to the transfer and pension arrangements Ensure that subcontractors are receiving and reviewing all TUPE employee records, verifying qualifications and training requirements and planning training for the transition to the new contract from a service delivery perspective Check subcontractors have issued identification badges and appropriate equipment Audit subcontractors undertaking of security screening / CRB checks as appropriate Timescale Immediately following the bid announcement Within 2 weeks of bid announcement

Within 30 days of bid announcement Final TUPE data transferred a minimum of 14 days prior to contract start date, in line with legislative requirements On transfer Immediately after transfer

Our experience of successfully transferring 40,000 staff under TUPE underlines the [REDACTED]acts as a dedicated point of contact for all current employers, subcontractors, elected representatives and Trade Unions throughout the transfer. G4S works with existing employers by: writing to them immediately upon preferred bidder announcement meeting face-to-face as soon as possible requesting updated TUPE lists obtaining detailed potential transferee information including pay scales, hours of work, annual leave, pension arrangements, outstanding HR issues etc. actively promoting a positive relationship that furthers the best interests of Customers and employees and brokering the relationship between exiting suppliers and our incoming subcontractor base in Kent, Surrey & Sussex. G4S ensures that all of our subcontractors in Kent, Surrey & Sussex fulfil the requirements of TUPE Regulations and any relevant Codes and Statements of Practice by: only selecting subcontractors who have the capacity and stated willingness to meet their legal obligations under TUPE including TUPE and related legislation compliance as a non-negotiable clause in subcontractors contractual terms and conditions producing a TUPE Best Practice guide distributed to all of our supply chain undertaking a series of TUPE workshops for our subcontractors delivered by our HR Team working with each individual subcontractor on the production of their TUPE plan auditing every subcontractors TUPE plan monitoring progress against TUPE plans at weekly implementation meetings, and more often as required insisting that all subcontractors take independent legal advice facilitating group legal advice for smaller subcontractors and measuring TUPE compliance across our supply chain.
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RESTRICTED COMMERCIAL IN CONFIDENCE [6.2b] TUPE Managing the Transfer Please supply details of what lessons you and any of your Sub-contractors have learned from TUPE transfers and/or major organisational change which will influence how you would handle similar issues in the context of this Work Programme contract including details of how it influences how you would manage any transfer/change which may arise as a result of this Work Programme contract. Please describe what aspects of TUPE you consider will be relevant to this procurement. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to one side of A4.

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RESTRICTED COMMERCIAL IN CONFIDENCE 6.2b G4S has successfully transferred over 40,000 people under TUPE legislation we understand and will fully comply with all TUPE Regulations. For example, in February 2010 G4S successfully transferred 98 employees from The Manchester College, a public sector education subcontractor, to our Secure Training Centre. We used our proven TUPE methodology to plan, implement and evaluate the transfer. We planned the transfer by identifying all relevant activities using our TUPE checklist. These activities were timelined and contingencies and dependencies were identified. An accompanying bespoke TUPE Communication Plan for consultation and the provision of information was produced. G4S implemented the transfer by: undertaking detailed due diligence on the TUPE data dedicating sufficient HR and Project Management resource to monitor progress against the TUPE and Communications Plans communicating changes and TUPE measures to all affected employees at meetings held jointly with TMC ongoing dialogue with recognised Trade Unions and holding individual consultation meetings on the measures. G4S evaluated the transfer through: outgoing contractor feedback transferee feedback and review of our performance against our TUPE plan. G4S identified issues that arose during the transfer by maintaining a close dialogue with all affected parties and stakeholders. Issues identified included concerns that some of the transferees affected had about changes to their holiday year, pay date and pension provision. We successfully set up GAD-approved pension schemes to allay the concerns around pensions. G4S also made adjustments to our pay dates and holiday years in order to satisfy these concerns. We delivered a successful transition within 3 months, meeting all our obligations under TUPE and A Fair Deal for Staff Pensions, demonstrating that we were effective in remedying issues arising. All affected staff were transferred, and there were no outstanding personnel or pay issues, demonstrating that our approach was appropriate to the complexity of the change. Feedback from TMC and transferees was overwhelmingly positive. Key lessons that G4S has learnt from previous transfers under TUPE that influence how we would handle similar issues in the context of the Work Programme include the importance of: regular communication individual face-to-face contact as well as contact in writing and in groups involving all affected parties from the outset maintaining positive relations with outgoing employers disciplined, documented planning ring-fencing dedicated HR resource to manage the transfer maintaining a risk register disclosing all relevant issues including openly communicating challenges and engaging trade unions pre-contract award to brief them on possible scenarios and keep them informed. G4S polled all of our 120 subcontractors for Kent, Surrey & Sussex on the lessons that they had learnt from TUPE transfers and/or major organisational changes which would influence the way they would handle similar issues in the context of the Work Programme. The top 10 were: sharing all information as soon as it becomes available leveraging best practice establishing milestones identifying critical dependencies ring-fencing resource setting clear objectives with realistic timescales employing a competent Change Leader holding managers accountable for the implementation of change identifying contingencies and ensuring proper governance. G4S considers all TUPE directives, regulations, legislation, subsequent legislation, relevant codes of practice, further guidance (such as that issued by the Cabinet Office) and TUPE case history to be potentially relevant to the Work Programme. The scale of transfers and complexity of issues arising that G4S has managed in our transferring of over 40,000 staff under TUPE regulations, illustrated by the examples and lessons learnt above, demonstrates our ability to successfully manage any TUPE transfers associated with the delivery of the Work Programme in Kent, Surrey & Sussex.
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RESTRICTED COMMERCIAL IN CONFIDENCE

PART 7:

STAKEHOLDER ENGAGEMENT]

[7.1] Local Stakeholders Please describe in detail how, in relation to this CPA you and your supply chain will engage with key local stakeholders including smaller and voluntary sector organisations to ensure effective ongoing relationships with them throughout the life of the contract. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to three sides of A4.

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RESTRICTED COMMERCIAL IN CONFIDENCE 7.1 G4S engagement with key local stakeholders: G4S has already engaged with over 80 key local stakeholders across Kent, Surrey & Sussex in preparation for the Work Programme. These stakeholders include: [REDACTED], Chief Executive of South England Chambers of Commerce [REDACTED], Chief Executive of Surrey Economic Partnership [REDACTED], Head of Sustainable Development at West Sussex County Council and [REDACTED]of South East Coast NHS Strategic Health Authority. G4S has engaged with over 150 small organisations including: Romney Resource Centre NCDA Kent ITeC Eastbourne and District Enterprise Agency Fellowship of St Nicholas and Albion in the Community. Approximately 85% of our supply chain employs under 50 staff and 35% of our supply chain is considered a micro employer (under 10 employees). G4S has engaged with over 76 voluntary sector organisations locally including: Green Corridor Furniture Now! Thanet Community Development Trust Rother Voluntary Action St Giles Trust and Kent Can. Our supply chain itself includes over 50 Voluntary and Community Sector Organisations (VCSOs), a reflection of the integral role the sector plays in G4Ss delivery model. Stakeholders were identified by: using our internal model consulting with local partners desk-based research and advertising in local and national media. Extra attention was paid to identifying and engaging voluntary and small organisations. For example, [REDACTED]contact with [REDACTED], Economic Development Manager East Sussex County Council, to identify and engage 1066 Enterprise and Rother Voluntary Action as delivery partners for the Work Programme. Similar engagement of local organisations was facilitated through G4Ss meetings with [REDACTED]from Surrey County Council and Jacqui Ward from Kent County Council. G4Ss ongoing engagement with stakeholders, including with smaller and voluntary sector organisations, is mapped out in our Stakeholder Engagement Strategy. This has had input from internal experts, consultants such as Rocket Science, and key stakeholders such as [REDACTED], District Manager at JCP. We have identified over 150 key local stakeholders for ongoing engagement (many of which are from the voluntary sector) including: DWP Jobcentre Plus Regional ESF partners Employers Local Authorities Surrey & Sussex Probation Trust and Kent Probation local Housing Associations including AmicusHorizon, First Wessex and Southdown Housing Local Health services including NHS South East Coast, Kent & Medway Partnership Trust, and other partnerships including Sussex Partnership KNH Foundation Trust , which we engaged through [REDACTED](Steps to Work) statutory partners named in the Child Poverty Act, such as Kent Childrens Social Services Sub-Regional Partnerships including Brighton and Hove Economic Partnership, Greater Essex, Kent and East Sussex Local Economic Partnership, and Coastal West Sussex Partnership. G4Ss Stakeholder Engagement Strategy: for every stakeholder, including all smaller and VSCOs we have outlined how we engage with them to ensure an effective ongoing relationship throughout the life of the Work Programme in Kent, Surrey & Sussex. Our Stakeholder Engagement Strategy sets out why we are engaging which individuals we are engaging with what we need to share how we communicate how often we communicate and our criteria for success, and ongoing communication. For example: G4S and our Supply chain are engaging with Jobcentre Plus (JCP) in Kent, Surrey & Sussex in order to: facilitate a smooth referral process for Customers share vacancies ensure that sanctioning activity is coordinated and effective and report on our performance. We engage with key JCP individuals including: [REDACTED] District Manager for Kent, and [REDACTED]for Surrey and Sussex Senior Account Managers Personal Advisors and decision making Officers. We share with JCP: performance statistics good news stories sanctioning information vacancy
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RESTRICTED COMMERCIAL IN CONFIDENCE 7.1 (continued) details and labour market intelligence. We communicate with JCP through: fortnightly newsletters daily telephone calls to share hot vacancies monthly attendance at JCP Team Meetings formal quarterly reviews with senior JCP Managers monthly presence in all jobcentres. Our criteria for success: is that 95% of referrals become attachments, access to all JCP vacancies, 90% of sanctions being upheld and a high level of awareness and excellent relationships with JCP at all levels. For example: G4S and our supply chain are engaging with Local Authorities in Kent, Surrey & Sussex to: access Section 106 Agreement vacancies made available via regeneration initiatives such as Thames Gateway Regeneration which will create 58,000 jobs, the London Array project and regeneration of the Port of Sheerness align our services with local priorities such as increasing entrepreneurship and business development and better understand local need, enabling us to target our services more effectively. We engage with LAs through: the Heads of Economic Development such as [REDACTED]from West Sussex Council Heads of Planning and Housing such as [REDACTED] from Hastings Borough Council local strategic partnerships such as the Kent Employment and Skills Board and Thanet Works in-house employment teams, such as Employability, Surrey County Council, and housing, health and drug and alcohol teams. We share with LAs: performance information contribution to key local targets future planning assumptions input into multi-area agreements and input into local area agreements . We communicate with LAs through: a dedicated Supply Chain Manager for each local authority representation on strategic boards a monthly strategy update circulated to all key contacts quarterly online events and bi-annual board meetings. Our criteria for success: is measurable through impact on local priority target areas, an excellent reputation within local government and increased job opportunities for our Customers created by local regeneration initiatives. For example: G4S are engaging with the Skills Funding Agency (SFA) in order to: marry Work Programme provision with SFA funding to produce an integrated employment and skills offer to Customers reduce funding duplication maintain close relationships with apprenticeship providers to drive sustainability facilitate easy access for Customers to the flexible skills provision on offer locally. We engage through: 9 FE Colleges as well as GFE the network of Colleges, including Chichester College and Kent College for training and apprenticeship provision, in addition to apprenticeship providers such as Sanctuary Housing. We share: labour market trends forecasts information on local skills gaps information on performance including types of jobs achieved and career progression statistics and best practice on linking skills and employment. We communicate through: monthly presentations at FE colleges informal impromptu contact through our Supply Chain Managers and hosting a quarterly networking event for all skills providers and our supply chain. Our criteria for success: 10% higher sustainability rates than at present better qualified Customers Customers progressing in work access to SFA-funded provision and exceptional links with SFA providers. For example, G4S engages with VCSOs through Kent CAN, a voluntary sector infrastructure organisation to: increase partnerships for G4S and our supply chain with VCS by brokering relationships align with local strategy in the county provide one point of contact for the voluntary sector provide Customers with work placements. We engage through [REDACTED]at Kent CAN to provide one point of contact between the 2 organisations. We share: information regarding Customer needs support for smaller organisations best practice on Customer engagement and referral processes local employers information. We communicate through: impromptu telephone calls and formal quarterly meetings. Criteria for success: a continuous relationship with the voluntary and community sector in Kent Customers accessing work placements and
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RESTRICTED COMMERCIAL IN CONFIDENCE 7.1 (continued) support through the voluntary sector and increased training, support and job outcomes for Customers. Evidence of good stakeholder engagement, including with smaller and voluntary sector organisations, was a pre-requisite for organisations selected to be part of our supply chain in Kent, Surrey & Sussex. For example, RBLI have developed relationships with over 100 smaller and voluntary organisations including the Learning Disability Partnership, Inspire Trust and East Sussex Disability Association. SEEDA are represented on NCDAs steering group, and Richmond Fellowship have a long-standing relationship with NHS Surrey to co-ordinate the links between G4Ss In Work Support programme, employers, employees and GPs. G4S requires each member of our supply chain to produce a Stakeholder Engagement Plan prior to contract go-live. This plan is checked by their G4S Supply Chain Manager to ensure that it is robust, and that it effectively engages VCSOs. The plans efficacy is reviewed at the subcontractors monthly appraisal meetings. For every stakeholder in their Stakeholder Engagement Plan, irrespective of size or sector, G4S requires our supply chain to outline: why they are engaging which individuals they are engaging with what they need to share how they communicate how often they communicate and their criteria for success, including continuous improvements. For example, Kent Supported Employment (KSE) are engaging with the East Kent Hospital University NHS Foundation Trust and Thanet College as part of Project Search in order to: foster and facilitate the acquisition of jobs by people with disabilities locate the services for Customers to be in one area and provide a holistic ongoing approach for Customers. KSE are communicating with Fiona Stephens, East Kent Hospital University NHS Foundation Trust HR Manager, [REDACTED]from Thanet College and [REDACTED], Employability Development Manager at Kent County Council. KSE are sharing: candidate data best practice all KPI data data for government evaluation of Project Search. KSE communicate through: weekly meetings held by all partners, operation and delivery staff 6 weekly steering groups for all partners ad hoc meetings due to co-location. The criteria for KSEs success are that Customers secure sustainable employment, Customers gain qualifications and growth in project scope. Specific engagement actions for smaller and voluntary sector organisations that G4S and our supply chain perform include: a dedicated point of contact so that smaller organisations experience continuity and feel valued working through umbrella bodies such as Rother Voluntary Action, South East Rural Community Councils and Kent Can to ensure all organisations are included online events specifically for those who may not have the time or resource to attend a live event capacity building support with financial modelling, HR, IT and other corporate functions weekly email updates support with grant applications and understanding full cost recovery and a dedicated monthly newsletter to promote their services G4S and our supply chain ensure effective ongoing relationships throughout the life of the contract by: including stakeholder engagement as a core KPI for all delivery staff reviewed at monthly performance reviews a bi-annual review of G4Ss Stakeholder Engagement Strategy by the G4S Work Programme Project Board a bi-annual review of G4Ss Supply Chains Stakeholder Engagement Plans by G4Ss Supply Chain Managers quarterly feedback from stakeholders on the effectiveness of our stakeholder engagement and how we can engage better ongoing use of our CRM system, that logs, prompts and measures all stakeholder engagement activity over time delivering on our pledges and reporting on our progress against targets in a weekly update to all stakeholders (we currently have over 3,000 stakeholders on our CRM database) and providing secure access to ISIS (Informatics System for reports to all local stakeholders.
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RESTRICTED COMMERCIAL IN CONFIDENCE [7.2] Employers Please describe in detail how you and your supply chain will actively engage with employers to develop proposals that accurately reflect local needs and describe how you will work collaboratively with employers on an ongoing basis to secure job outcomes for customers attending the Work Programme in this CPA. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to three sides of A4.

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RESTRICTED COMMERCIAL IN CONFIDENCE 7.2 G4S engages with over 150,000 employers across the120 countries in which we operate. In the UK alone G4S actively engages with over 30,000 companies including 59 of the FTSE 100 companies. No other potential Work Programme Prime Contractor can match the depth and breadth of our expertise in working with employers. 21% of G4Ss business comes from active employer engagement. We are ourselves the second largest private sector employer in the world. G4S engages with employers at all levels of our organisation. For example [REDACTED], CEO of G4S Care and Justice, chairs the Home Affairs panel at the CBI. At a Senior Management level we engage with employers through our membership of the Federation of European Employers, the European Works Council, the European Security Transport Association and the UNI the global trade union federation. [REDACTED], Group Communications Director of G4S sits on the CBI South East Board. G4S has produced a comprehensive Kent, Surrey & Sussex Work Programme Employer Engagement Strategy to ensure that we continuously achieve our employer engagement targets. This plan has been collated by [REDACTED], working in close collaboration with our supply chain and local stakeholders including representatives from all Local Authorities, South East EEF, South East Employers, South East Chambers of Commerce as well as local Chambers of Commerce, Local Economic Partnerships including Coast to Capital and Essex and Kent LEPs and South East CBI. G4Ss Employer Engagement Strategy gives a clear picture of local employment needs. Key development opportunities include the Thames Gateway, Britains largest regeneration scheme, which is set to create 58,000 jobs in Kent, the regeneration of Dover and Newhaven Ports, the Transformation Project in Bexhill and opportunities around the Gatwick Diamond. These developments will produce thousands of new vacancies in sectors including construction, retail and hospitality. G4Ss Job Brokers will source these jobs for G4S Work Programme Customers by accessing Section 106 agreements, working with local regeneration projects, collaborating with local stakeholders and ensuring that the Customers accessing the Work Programme have the skills and ability to access these jobs. G4S subcontracts to organisations such as Oakleaf to provide catering and construction courses, [REDACTED], to deliver routes to work courses in all sectors, and are able bespoke training programmes to meet employer need. FE colleges such as Kent College and Chichester College, also deliver various vocational training courses to ensure that Customers have the correct skills to take advantage of forthcoming employment opportunities. As a sponsor and employer for the 2012 Olympic games, G4S will be the biggest recruiter for security, event management and cash handling in the South East with over 10,000 vacancies going live in the next 18 months. In addition, G4S has identified a target list of key large employers in Kent, Surrey & Sussex with whom we already have existing relationships, and who generate a highvolume of desirable, entry-level vacancies every year. These employers include: American Express Saga GlaxoSmithKline and Royal Mail. G4S and our partners have contacted each of these employers to explain the Work Programme, gain input on the proposed G4S model and to open channels for our supply chain to have priority access to the vacancies generated by these companies. G4S work closely with Jobcentre Plus, our supply chain and local employer initiatives such as the Gatwick Diamond Initiative, a business-led initiative dedicated to promoting the area around Gatwick Airport, to ensure that our employer engagement is co-ordinated. In addition to consulting with larger employers, G4S has invested considerable resource in working with small to medium local employers who make up 99.6% of enterprises in the South East to ensure that our proposals reflect local need. Micro-employers such as [REDACTED]in Kent, inform us through recent focus groups, 1-1 interviews and employer forums that
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RESTRICTED COMMERCIAL IN CONFIDENCE 7.2 (continued) single point of contact with the Work Programme candidates who are motivated candidates with the skills to do the job candidates who can take instruction and minimal bureaucracy and paperwork. G4S works on an ongoing basis with employers to continuously secure job outcomes for Customers in Kent Surrey & Sussex. G4Ss Employer Liaison Manager coordinates employer engagement across our Supply Chain and ensures that: every employer has a single named point of contact within the supply chain cold calling and speculative employer engagement is coordinated across Job Brokers large employment opportunities (for example the London Array Thanet offshore wind farm, a development that will create maintenance and support jobs) are coordinated centrally by G4S every employer we work with provides feedback with G4S uses to continuously improve the service. G4S monitors the ratio of applicants to job offers, repeat vacancy generation and employer satisfaction to ensure that Customers are motivated, skilled candidates who are able to take instruction and perform the job. G4Ss Employer Liaison Manager works to ensure minimum paperwork. G4S continuously supports micro-businesses on an ongoing basis to understand their legal obligations in relation to pensions and tax. For example through: free evening employer seminars delivered by our internal HR experts the G4S Work Programme Guide to Taking on Your First Employee signposting to business support services in our Knowledge Bank, such as Crisis survivor who specialise in developing proven strategies to ensure the survival of a business when the unexpected strikes and sponsorship of small business events in the Kent, Sussex & Surrey. As the second largest private sector employer in the world, G4S will make all of our vacancies available to all Customers on the Work Programme. This guarantees Customers interviews if they pass qualifying criteria. Vacancies are monitored through ISIS, which links directly to the G4S Global Online Career Centre and is open to all corporate partners, reducing recruitment costs, ensuring access to those vacancies for Customers. G4S and our corporate partners generate over 5,000 vacancies per annum in Kent, Surrey & Sussex, all of which are available to G4S Work Programme Customers. G4S will further work collaboratively with employers on an ongoing basis to secure job outcomes for Customers on the Work Programme in Kent, Surrey & Sussex by: aligning Knowledge Bank provision to that identified by the Sector Skills Councils as being the in demand, such as Care, Hospitality and Retail working with the Employers Forum on Disability to ensure that our employer support and relationships promote equality sitting on, and reporting to existing employer boards in the area including the South East Regional Council of the CBI working with JCP Account Managers to share vacancies and promote a coordinated approach evolving our Knowledge Bank to ensure it meets developing need and organising quarterly employer networking events. G4S has only selected Job Brokers in the CPA with a proven track record of engaging with employers. For example Kennedy Scotts Personal Development Coaches engaged with over 1,000 employers last year, which resulted in over 390 Customers into sustainable Employment. Pertemps employs a dedicated Employer Liaison Team who have supported over 16,000 employers nationally sourcing vacancies and work tasters, establishing local links and assisting empoyers in recruitment. G4Ss supply chain continuously engages with employers to develop proposals that actively reflect local needs. Ways of doing this include: employer mentoring, training and support through our In Work Partners such as Richmond Fellowship who work regularly with Total UK advice on how best to support staff with mental health problems reverse marketing to employers through joined-up cold calling and speculative letters such as joint ventures organised by Kent Supported Employment (KSE)
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RESTRICTED COMMERCIAL IN CONFIDENCE 7.2 (continued) and Kennedy Scott inviting employers to hold on-site recruitment days. For example Pertemps regularly have employers, including Poundland and BHS, recruit from their premises shortlisting candidates for employers, as RBLI do for Homebase supporting smaller employers with producing People Specifications and Job Descriptions as Medway Council have done for EllenorLions Hospice tailoring all training to meet the identified needs of specific employers, such as the Chichesters Colleges pre-employment training in Catering involving employers in the ongoing management of the organisation through, for example, employer representation on management boards (Enterprise Works sit on NCDAs Steering group) attending and presenting at local employer events hosting employer breakfasts such as those held for American Express by Kennedy Scott evolving our in-work support services in light of employer feedback involving employers in all programme evaluation activity supporting employers to recruit our Customers. For example, in Kent and Brighton Porchlight provides a 1:1 advice and support service for employers employing ex-offenders, ex substance misusers and Customers who sleep rough to ensure that the employer is guided through any difficulties. and working in collaboration with key local stakeholders, for example Romney Resource Centre administers the Romney Marsh Network (made up of Statutory and Community Organisations), the Shepway Employment Forum, A2B Forums, the Romney Marsh Business Association and the Ashford Chamber of Commerce. G4S require all of our Job Brokers in Kent, Surrey & Sussex to produce an annual Employer Engagement Plan for their organisation ensuring ongoing and continuously improving employer engagement. The plan is reviewed quarterly by G4Ss Employer Liaison Manager. This review includes employer feedback collated through surveys and individual interviews. G4Ss supply chain has a proven history of working collaboratively with employers in the Kent, Surrey & Sussex on an ongoing basis to secure job outcomes for workless individuals. For example [REDACTED], MacDonalds Regional Manager for Kent said RBLI has proved to be the most innovative and professional organisation we have used for our staff support. In Sussex, NCDA collaborates with employers through its HR employer training programme, which addresses local employer issues and facilitate effective recruitment and retention. G4Ss supply chain will work collaboratively with employers on an ongoing basis to secure job outcomes for Customers on the Work Programme by: offering work trials to employers so that they can be more confident in their recruitment decisions such as organised by Training and Advice Services Ltd providing financial support to employers for training and/or equipment purchase signposting to provision such as Access to Work accurately matching Customers skills to employers needs and measuring the success of that matching through ISIS and employer feedback. For example, ATS started working with Total Security Services in Kent to fill 10 vacancies, now they and are achieving, on average, 20 sustainable jobs per month delivering comprehensive and tailored in-work support to both the new employee and the new employer to overcome any initial teething difficulties for example RBLIs relationship with Asda in Kent has led to a member of staff permanently in the store to provider support all Asda staff delivering ongoing employer advice on employee-related matters through our In Work Partners sharing vacancies with other Job Brokers in the Kent, Surrey & Sussex after being unable to fill a vacancy for more than 5 days bi-annual employer feedback events with bi-annual employer feedback events with micro-employers quarterly 1-1 employer satisfaction interviews with major repeat Customers and employing dedicated employer liaison leads. G4S and our supply chain will continuously achieve the highest levels of employer engagement from the start of the contract using the methods outlined above.
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RESTRICTED COMMERCIAL IN CONFIDENCE

PART 8: CONTRACT PERFORMANCE

[8.1] Performance Job Outcomes Using worksheet C. Outcome Volumes provided in the Pricing Proposal document, please detail your expected performance in this CPA and provide comment on how this compares to the national benchmark levels detailed at paragraph A4.18 of the Work Programme Specification. Your response must address individual customer groups separately and differentiate between job starts/outcomes and sustained job outcomes. Please note your response to this question shall not be scored but will be used to inform the evaluation of your response to question 8.1a Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to two sides of A4.

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RESTRICTED COMMERCIAL IN CONFIDENCE 8.1 For the JSA 25+ Customer group G4S will achieve as a minimum, across the life of the contract, 13,095 Job Starts, 11,342 Job Outcomes and 79,147 Sustainment Outcomes. 7,538 people will successfully attain all possible Sustainment Outcomes. This is 43% of referrals achieving a Job Start, 37% of referrals achieving a Job Outcome and 25% of referrals successfully attaining all possible Sustainment Outcomes. This represents a performance 23% above the DWP benchmark level over the duration of the contract. For the JSA 18-24 Customer group G4S will achieve as a minimum, across the life of the contract, 5,653 Job Starts, 4,414 Job Outcomes and 24,041 Sustainment Outcomes. 3,254 people will successfully attain all possible Sustainment Outcomes. This is 57% of referrals achieving a Job Start, 49% of referrals achieving a Job Outcome and 36% of referrals successfully attaining all possible Sustainment Outcomes. This represents a performance 23% above the DWP benchmark level over the duration of the contract. For the JSA Early Access Customer group G4S will achieve as a minimum, across the life of the contract, 1,870 Job Starts, 1,482 Job Outcomes and 10,413 Sustainment Outcomes. 958 people will successfully attain all possible Sustainment Outcomes. This is 35% of referrals achieving a Job Start, 28% of referrals achieving a Job Outcome and 18% of referrals successfully attaining all possible Sustainment Outcomes. For the JSA Ex-IB Customer group G4S will achieve as a minimum, across the life of the contract, 708 Job Starts, 482 Job Outcomes and 5,883 Sustainment Outcomes. 363 people will successfully attain all possible Sustainment Outcomes. This is 29% of referrals achieving a Job Start, 20% of referrals achieving a Job Outcome and 15% of referrals successfully attaining all possible Sustainment Outcomes. For the ESA Flow Customer group G4S will achieve as a minimum, across the life of the contract, 1,656 Job Starts, 1,114 Job Outcomes and 22,007 Sustainment Outcomes. 848 people will successfully attain all possible Sustainment Outcomes. This is 28% of referrals achieving a Job Start, 19% of referrals achieving a Job Outcome and 14% of referrals successfully attaining all possible Sustainment Outcomes. This represents a performance 7% above the DWP benchmark level over the duration of the contract. For the ESA Ex-IB Customer group G4S will achieve as a minimum, across the life of the contract, 761 Job Starts, 515 Job Outcomes and 9,936 Sustainment Outcomes. 335 people will successfully attain all possible Sustainment Outcomes. This is 13% of referrals achieving a Job Start, 9% of referrals achieving a Job Outcome and 6% of referrals successfully attaining all possible Sustainment Outcomes. For the ESA Volunteer Customer group G4S will achieve as a minimum, across the life of the contract, 2,795 Job Starts, 2,299 Job Outcomes and 34,909 Sustainment Outcomes. 1,432 people will successfully attain all possible Sustainment Outcomes. This is 51% of referrals achieving a Job Start, 42% of referrals achieving a Job Outcome and 26% of referrals successfully attaining all possible Sustainment Outcomes.

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RESTRICTED COMMERCIAL IN CONFIDENCE 8.1 (Continued) G4S welcomes the opportunity to extend our Work Programme provision to people claiming Incapacity Benefit and people claiming Income Support. With the IB/IS Customer group. based on the referral volumes predicted in Kent, Surrey & Sussex, G4S will achieve, as a minimum: 957 Referrals 900 Attachments 592 Job Starts; 474 Job Outcomes; and 3,898 Sustainment Outcomes.

341 people will successfully attain all possible Sustainment Outcomes. This represents: 62% of referrals achieving a Job Start; 49% of referrals achieving a Job Outcome; and 36% of referrals successfully attaining all possible Sustainment Outcomes.

G4Ss attachment performance with the IB/IS Customer Group is 4% above the DWP indicative numbers given in the Pricing Proposals. G4Ss Job Outcome performance with the IB/IS Customer Group is 24% above the DWP indicative numbers given in the Pricing Proposals. G4Ss Sustainment Outcome performance with the IB/IS Customer Group is 24% above the DWP indicative numbers given in the Pricing Proposals. The table below summarises G4Ss expected performance with the IB/IS Customer Group compared to the indicative numbers given in the Pricing Proposals by year.
Year 1 DWP indicative Attachments G4S minimum expected Attachments Variance DWP indicative Job Outcomes G4S minimum expected Job Outcomes Variance DWP indicative Sustainments G4S minimum expected Sustainments Variance 317 332 4% 31 38 24% 58 72 24% Year 2 375 392 4% 153 190 24% 199 247 24% Year 3 170 177 4% 135 168 24% 325 403 24%
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Year 4

Year 5

Year 6

Year 7

Total 862 900 4%

56 69 24% 451 559 24%

7 9 24% 577 716 24% 703 872 24% 829 1,029 24%

382 474 24% 3,140 3,898 24%

RESTRICTED COMMERCIAL IN CONFIDENCE

[8.1a] Performance - Rationale Please provide your rationale for your expected Job Outcome Performance levels, by individual customer groups as detailed in 8.1. Explain the activities and support that will be introduced to help secure the achievement of these performance levels together with any other best practice evidence to support your proposed performance. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to four sides of A4.

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RESTRICTED COMMERCIAL IN CONFIDENCE 8.1a G4S will support 37% of JSA 25+ clients into Job Outcomes. The following evidence forms the rationale for this performance offer: Historical comparator data shows that, in Kent, Surrey & Sussex, New Deal 25+ has supported 33.8% of those starting on the programme into employment. Applying an assumed sustainability rate of 80% at 13 weeks (based on historical data from high performing Employment Zones (EZs)) and 85% between 13 and 26 weeks (based on historical data from high performing Job Network organisations where 13-26 week sustainability is measured) gives a comparative Job Outcome Performance for New Deal 25+ in the South East of 23.0% Nationally EZs have supported 36.1% of 25+ starters into jobs. Applying our 26-week sustainment methodology (80% at 13 weeks and 85% between 13 and 26 weeks) yields a comparative Job Outcome Performance for 25+ Customers on EZs of 24.5%. To get to our performance offer, G4S compared the past performance of employment programmes with this Customer group and applied a series of adjustments to reflect the difference between what has gone before, and what G4S proposes for the Work Programme. Past performance was taken as an average of the Kent, Surrey & Sussex, New Deal 25+ performance and national EZ performance to give a blended performance rate of 23.8%. We believe that this properly weights regional factors whilst accounting for the higher performance achievable on Black Box programmes such as the Work Programme and EZs. G4S applied the following adjustments to the historical performance: Changes to MacroEconomic Conditions: G4S is modelling a slow but continued recovery for the economy from 2011 through the life of the contract. G4S is assuming a slight uplift in performance due to the recovering economy of 2%. The Impact of a Longer Programme: Work Programme activity lasts for up to 2 years considerably longer than other employment initiatives. This additional time increases the likelihood of an individual being able to find work while on the programme. Our internal modelling suggests that this will uplift performance by 5%. The Introduction of Universal Tax Credit, Increased Conditionality and other Benefit Changes: These will significantly increase the incentives for individuals to find work. G4S is modelling an increase in performance of 5% over the life of the contract as a result of these changes based on the impact of benefit regime changes in the United States in the early 90s. Performance Transformation Job Broker Selection: G4S has selected the very best Job Brokers in Kent, Surrey & Sussex to be in our supply chain. On average our Job Brokers outperform their competitors by 8% and this is the percentage increase that we apply to the base case to account for this. Performance Transformation In-Work Support Improvement: G4S has selected Job Brokers who are able to demonstrate best-in-class in-work support and is paying them on outcomes achieved. We are conservatively assuming that this will increase sustainability from Job Start to Job Outcome by 6%. Performance Transformation Access to G4S and Corporate Partner Jobs: No organisation in the history of welfare-to-work has brought as many confirmed jobs to the table as G4S will in delivery of the Work Programme. We are assuming at least a 7% increase due to this greater availability of vacancies. Performance Transformation Knowledge Bank Evolution: Our unique Knowledge Bank complements our Job Broking provision, bringing a level of expertise and specialism that can overcome barriers to employment that a pure Job Broking model cannot. The evolution of the Knowledge Bank ensures that these services become more and more effective as the contract matures. Our modelling shows that this will increase performance by 7%.
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RESTRICTED COMMERCIAL IN CONFIDENCE 8.1a (continued) G4S is one of the worlds leading providers of transformative management and supply chain expertise. Across our thousands of contracts, the introduction of G4S management and IT systems has driven outcomes and improved efficiency by, on average, 7%. The cumulative effect of these adjustments is to increase baseline performance by a factor of 1.58 ( 1.02 * 1.05 * 1.05 * 1.08 * 1.06 * 1.07 * 1.07 * 1.07 ). G4S will use this baseline in calculating the performance offer for all 7 Customer groups. Historical achievement with 25+ client group (23.8%) multiplied by G4S performance adjustment factors (1.58) equals a performance offer of 37% Job Outcomes. G4S will support 49% of 18-24 year old clients into Job Outcomes. The following evidence forms the rationale for this performance offer: Historical comparator data shows that, in Kent, Surrey & Sussex, New Deal 18-24 has supported 54.2% of those starting on the programme into employment. Applying an assumed sustainability rate of 80% at 13 weeks and 85% between 13 and 26 weeks gives a comparative Job Outcome Performance for New Deal 18-24 in the Kent, Surrey & Sussex, of 36.9%. Nationally, EZs have supported 39.3% of 18-24 starters into jobs. Applying our 26-week sustainment methodology (80% at 13 weeks and 85% between 13 and 26 weeks) yields a comparative Job Outcome Performance for 18-24 Customers on EZs of 26.7%. As for the 25+ client group we average the historical performance of Kent, Surrey & Sussex, New Deal 18-24 performance and national EZ performance to give a blended historical performance rate of 31.8%. Historical achievement with 18-24 client group (31.8%) multiplied by G4S performance adjustment factors ( 1.55 ) equals a performance offer of 49% Job Outcomes. G4S will support 19% of ESA Flow Customers into Job Outcomes. The following evidence forms the rationale for this performance offer: The best publicly available historical comparator data for ESA Flow Customers is that provided by the National Audit Office in their Support to incapacity benefits claimants through Pathways to Work report of May 2010. This report stated that 15% of claimants starting Pathways to the end of March 2009 had moved into employment. Applying an assumed 13-week sustainability of 80% yields a comparative Job Outcome Performance for ESA Flow Customers of 12.0%. Historical achievement with this client group (12.0%) multiplied by G4S performance adjustment factors (1.58) equals a performance offer of 19% Job Outcomes. Historical data is not available for JSA Early Access, JSA ex-IB, ESA Volunteer and ESA Ex-IB Customers. Instead G4S has: surveyed all of our subcontractors to gain their expertise and insight into performance with these client groups made a series of assumptions about the differences between unknown Customer groups and known Customer groups and estimated a numerical performance adjustment conducted a detailed bottom-up analysis of the likely additional support that Customers from these groups will need and how that can be provided and applied a more conservative G4S performance increase to these groups to take account the greater level of uncertainty surrounding them. G4S will support 28% of JSA Early Access Customers into Job Outcomes. Subcontractors including Pertemps, Medway Council and Kennedy Scott work with JSA Customers facing significant disadvantage in Kent, Surrey and Sussex. On average they support 26% of people into the equivalent of Job Outcomes from this group. G4Ss internal modelling of intervention success rates across different barriers to employment, coupled with modelling the additional barriers presented by this client group over and above a typical JSA client group suggests that this group will be 15% more difficult to support. Applying this adjustment to the average of our base case 18-24 (23.8%) and
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RESTRICTED COMMERCIAL IN CONFIDENCE 8.1a (continued) base case 25+ (31.8%) yields 26% (25%:75%). Applying 80% (to account for greater levels of uncertainty) of the G4S performance uplift (1.58) gives our performance offer of 28%. G4S will support 20% of JSA Ex-IB Customers into Job Outcomes. Subcontractors including Richmond Fellowship, Kent Supported Employment and Romney Resource have worked with ex-IB Customers in Kent, Surrey and Sussex who have moved onto JSA. The data is poor but anecdotally they are reporting success rates on average of 19% into the equivalent of Job Outcomes for this group. G4Ss internal modelling suggests that this group will be 40% more difficult to support than non-ex-IB JSA clients. Applying this adjustment to the average of our base case 18-24 (23.8%) and base case 25+ (31.8%) yields 26% (25%: 75%). Applying 80% (to account for greater levels of uncertainty) of the G4S performance uplift (1.58) gives our performance offer of 20%. G4S will support 42% of ESA Volunteer Customers into Job Outcomes. Subcontractors including RBLI and Pertemps have worked with Customers who would fall into this client group in Kent, Surrey and Sussex. The data available is poor, but anecdotally our subcontractors are reporting 38% success in supporting people into the equivalent of a Job Outcome. G4Ss internal modelling of the increased motivation and job readiness of this client group over and above a typical ESA client group suggests that this group will be 275% easier to support. Applying this adjustment to our ESA base case (12.0%) yields 33%. Applying 80% (to account for greater levels of uncertainty) of the G4S performance uplift (1.58) gives our performance offer of 42%. G4S will support 9% of ESA Ex-IB Customers into Job Outcomes. Subcontractors including ATS Community Employment and NCDA have worked with ex-IB Customers in Kent, Surrey and Sussex. Again the data is sketchy but they are reporting success rates on average of 5% of people into the equivalent of a Job Outcome with this group. G4Ss internal modelling suggests that this group will be 40% more difficult to support than the ESA Flow group. Applying this adjustment to our ESA base case (12.0%) yields 7%. Applying 80% (to account for greater levels of uncertainty) of the G4S performance uplift (1.58) gives our performance offer of 9%. Activities and support that will be introduced to help secure the achievement of these performance levels include: the Performance Transformation factors outlined above subcontractor selection, in-work support improvement, access to G4S and our corporate partners jobs, the evolution of the Knowledge Bank, G4Ss management and the introduction of ISIS public weekly reporting against our targets broken down by subcontractor and Customer group replacing underperforming suppliers and increasing flows to high achievers holding all staff in our organisation and supply chain accountable for their performance rewarding those who perform and replacing those who do not active dissemination of best practice across our delivery chain and continuous improvement activity including regular staff training, self-assessments and improvement action planning. Best practice evidence to support this proposed performance includes: sensechecking the performance offers across all 7 Customer groups with our subcontractors and with local stakeholders including [REDACTED](Steps to Work) and [REDACTED] (Kent County Council) validating the performance offers through detailed bottom-up cost modelling including against [REDACTED](ex-Chief Executive of Jobcentre Plus) and linking these offers to what has been achieved elsewhere in welfare-to-work.

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RESTRICTED COMMERCIAL IN CONFIDENCE 8.1a (continued) G4S will support 49% of IB/IS Customers into Job Outcomes. The following evidence forms the rationale for this performance offer: There are 96,120 Incapacity Benefit Claimants in Kent, Surrey & Sussex. There are 97,830 Income Support Claimants of whom 51,740 are on Incapacity Benefit, 37,800 are Lone Parents, 4,770 are Carers, and 3,520 are on another income related benefit. The best historical comparator data for the Incapacity Benefit Customer Group is the New Deal for Disabled People (NDDP). The latest available DWP Tabulation Tool data shows that NDDP supported 60.8% of starts into jobs in Kent, Surrey & Sussex. Applying an assumed sustainability rate of 80% at 13 weeks (based on historical data from high performing Employment Zones) yields a comparative Job Outcome Performance for IB Customers on NDDP of 48.6%. G4S adjusts this figure by 65% to account for: the additional average length of time that this IB Customer group will have been out of work compared to those who volunteered for NDDP the easier to help Customers having already been assisted by NDDP and the artificial increase in NDDP performance caused by providers only signing up individuals who had a very high probability of finding employment. This yields an adjusted base case figure of 31.6%. The best historical comparator data for Lone Parents on Income Support is the New Deal for Lone Parents (NDLP) (focussing on the statistics for Lone Parents with a youngest child under 7 to reflect changes to the IS eligibility criteria). The latest available data shows that NDLP has supported 50.0% of starters with a youngest child under 7 into jobs. Applying an assumed sustainability rate of 80% at 13 weeks (based on historical Lone Parent sustainability data from high performing EZs) yields a comparative Job Outcome Performance for Lone Parents on NDLP of 40.0%. EZs have achieved 35.1% of lone parent starts into jobs. Applying an assumed sustainability rate of 80% at 13 weeks (based on historical Lone Parent sustainability data from high performing EZs) yields a comparative Job Outcome Performance for Lone Parents on EZs of 28.1%. Averaging the EZ data and the NDLP data yields a blended historical comparative Job Outcome Performance for Lone Parents of 34.0%. There is very little historical comparator data for Carers on IS and people on IS who are on another income related benefit. Polling our subcontractor base and leveraging the expertise of our welfare-to-work team has led us to estimate that 20.0% of these Customers are currently achieving the equivalent of a Job Outcome. We have applied an 80% uncertainty weighting to account for the ambiguity generated by the poverty of the data available to yield an historical base case of 16.0%. To calculate our performance offer, G4S applied our G4S performance adjustment to historical past performance. Past performance was taken as a ratio-driven average (assuming equal likelihood of volunteering across the Customer groups) of 96,120 IB Customers, 37,800 Lone Parents, 4,770 Carers and 3,520 people on another income related benefit. i.e. ( 96,120 X 31.6% + 37,800 X 34.0% + 4,770 X 16.0% + 3,520 X 16.0%) / 142,210 ) = 31.3% Our G4S performance adjustment was calculated as for the other Customer Groups. Historical achievement (31.3%) multiplied by the cumulative G4S performance adjustment factors ( 1.58 ) evidences our performance offer to support 49% of IB/IS Customers into Job Outcomes. G4S applies the same activities and support to achieve this Job Outcome target as for the other Customer Groups. G4S uses the same best practice evidence to support this performance offer as for the other Customer Groups including sense-checking the performance offer with our subcontractors and with local stakeholders validating the
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RESTRICTED COMMERCIAL IN CONFIDENCE

PART 9:

IMPLEMENTATION

NOTE: MINIMUM SCORE APPLIES TO ALL QUESTIONS WITHIN THIS SECTION. BIDS SCORING 2 OR LESS ON ANY QUESTION WITHIN THIS SECTION WILL BE REMOVED FROM THE COMPETITION. PLEASE NOTE SCORES ATTAINED IN THIS SECTION MAY ALSO BE USED IN A TIE-BREAK SITUATION WHERE APPROPRIATE.

[9.1] Implementation Plan Please provide: an Implementation Plan for the Work Programme in this CPA clearly stating the date on which you are proposing to commence delivery of the service. The plan, which must be in the form of a Gantt chart (insert as Annex 6), must include the key activities required to put provision into place by the service commencement date. It must include key milestones, timescales for activities including start and end dates and who is responsible for each activity including the expected start date for delivery. It will also show the critical path and interdependencies.

A narrative to expand on the implementation plan which must identify and address all the key risks, including the impact of winning multiple Work Programme contracts and how these shall be mitigated.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to two sides of A4. Note: Format requirement and page limit does not apply to the Gantt chart which you must insert as Annex 6.

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RESTRICTED COMMERCIAL IN CONFIDENCE 9.1 G4S will commence delivery of the Work Programme in Kent, Surrey & Sussex on June 1st. Annex 6 clearly details the key milestones, timescales for activities, start and end dates for each activity and named, accountable managers. All interdependencies and the critical path are clearly signposted on this project plan. How G4Ss Implementation Plan varies depending on the number of contracts won: G4S has produced 11 Implementation Plans based on winning anywhere between 1 and 11 Work Programme contracts. The plan at Annex 6 is a standalone Implementation Plan for Kent, Surrey & Sussex assuming that G4S wins 4 contracts in total, and is not dependent upon which other contracts might be won. For each additional contract, G4S will: increase our dedicated mobilisation resource spending by approximately 1.2 million employ an additional 0.5 TUPE specialists to assist implementation employ an additional transitional PRaP inputter employ an additional 0.5 Commercial Managers employ 1 additional training and recruitment lead and second 0.5 additional IT Implementation Managers to the Mobilisation Team. G4S has ring-fenced Contract Management Teams for each Contract Package Area (CPA). These teams are unaffected by the number of contracts or which contracts are won. Winning fewer than 4 CPAs will not affect our implementation in Kent, Surrey & Sussex. If G4S were to win less that 4 CPAs, for every region less than 4 we will reduce our Central Team by employing one fewer transitional PRaP inputter, and 0.5 fewer Commercial Managers. This will not affect Kent, Surrey & Sussex, as the proportion of resource Kent, Surrey & Sussex receives will remain the same. Key Risk 1: Failing to implement the Work Programme in Kent, Surrey & Sussex by June 1st. Mitigants: G4S has successfully implemented over 6,000 contracts, supporting many millions of people and worth over 6 billion per annum. 99% of these contracts have been delivered to budget and on time. G4S has selected an internationally respected Mobilisation [REDACTED]. [REDACTED] has successfully implemented over 1 billion worth of projects, involving multiple subcontractors in mission critical environments. Sian has led major transitions for BT, the Home Office, BskyB and Deloitte. [REDACTED] is [REDACTED]additional PRaP staff, [REDACTED]Commercial Managers, [REDACTED]Recruitment Manager, [REDACTED] Training Coordinator, [REDACTED] Security Analyst, [REDACTED] Technical Architect and [REDACTED] IT Manager. This team is fully costed in the pricing schedules under Transition Team. G4S are investing over redacted in mobilising the Work Programme in Kent, Surrey & Sussex. This is in addition to the hundreds of thousands of pounds worth of investment that we have already made in Kent, Surrey & Sussex in researching our tenders and building our supply chain. Central and Regional resource already in place to implement the Work Programme in Kent, Surrey & Sussex includes our Managing Director, our Contract Director for Kent, Surrey & Sussex, our Chief Operating Officer, our Chief Information Officer, our National Employer Manager our Head of Communications and [REDACTED] Supply Chain Managers. G4Ss Implementation Plan for Kent, Surrey & Sussex, summarised in Annex 6, has been overseen by Contract Director, [REDACTED], drawing on HR, Finance, IT and Data Security experts from around our international business. Our Work Programme Mobilisation Plan has been [REDACTED]. It has been signed off by our Project Board that includes [REDACTED](our Regional President) and [REDACTED](exChief Executive of Jobcentre Plus), and will be subject to bi-weekly Project Board reviews prior to go live. Key Risk 2: Subcontractors failing to implement their contracted services in full by June 1st. Mitigants: G4S require all of our subcontractors in Kent, Surrey & Sussex to produce a detailed Implementation Plan demonstrating how they will deliver their criterion subcontracted services in full from June 1st. This Plan is reviewed by our Supply Chain - 77 Mangers, and by our Mobilisation Team. The ability to implement services on time was a

RESTRICTED COMMERCIAL IN CONFIDENCE 9.1 (continued) in selecting subcontractors. Indeed, 82% of our Job Brokers and Knowledge Bank providers are already delivering services in Kent, Surrey & Sussex, and will deliver from their existing premises, using existing staffing and infrastructure. Further mitigants include: subcontracting to multiple organisations in each area of Kent, Surrey & Sussex to ensure contingency should one organisation fail to deliver on time assisting subcontractors with transitional arrangements through, for example, the support of our HR TUPE specialists and implementing clearly defined intervention measures to support subcontractors identified as being at risk of missing the June 1st start date. Key Risk 3: Winning multiple contracts adversely affecting our ability to fully deliver the Work Programme in Kent, Surrey & Sussex from June 1st. Mitigants: G4S has a ring-fenced Regional Team, and scaling Mobilisation Team to implement our proposals for delivery in Kent, Surrey & Sussex. The Regional Teams sole responsibility is the delivery of the G4S Work Programme in Kent, Surrey & Sussex. There is no risk of multiple contract wins adversely affecting our implementation. Our Mobilisation Team increases in size with multiple contract wins, ensuring that Kent, Surrey & Sussex has the mobilisation resource necessary. Three members of G4Ss dedicated Kent, Surrey & Sussex team are already in post. The other roles have been pre-recruited for, with job offers going out on the day of preferred bidder announcement. G4S has a dedicated Regional Team for each CPA that we win. We have resourced our Central Team anticipating success in at least four areas, and have a clear plan in place to implement up to 11 CPAs. Other mitigants include: a ring-fenced mobilisation budget for Kent, Surrey & Sussex ring-fenced staffing for Kent, Surrey & Sussex our delivery network of 124 subcontractors (82% ore already delivering in Kent, Surrey & Sussex) and dedicated TUPE support staff for Kent, Surrey & Sussex. Key Risk 4: Failing to achieve Security Accreditation by June 1st. Mitigants: All assets will be tagged prior to commissioning. As a fall-back contingency, users will be contacted directly by our Security Analyst to gain appropriate data. Penetration testing of all datacentres will be completed by 6th May giving sufficient time to act upon any failings prior to contract go-live. The risk of failing to achieve 27001compliance is mitigated through using compliant existing infrastructure, developing ISIS early and maintaining a thorough 27001 Compliance Contingency Plan. G4S encrypts all G4S desktops and laptops to meet FIPS 140-2 standards. User security education is built into ISIS training for all G4S and subcontractor staff. All subcontractor and G4S employees are required to sign our Acceptable Use Policy prior to being granted an ISIS logon. Role Based Access has been built into all aspects of ISIS design and build from the Functional Specification stage. G4S has a clear Data Security Accreditation Plan to meet our May 1st Milestone for becoming security accredited. (This forms [REDACTED]. Its implementation is managed by [REDACTED reporting to [REDACTED]weekly on progress. Key Risk 5: ISIS not being fully deployed by June 1st. Mitigants: G4S has a clearly defined specification for ISIS. Development of this has been split into two phases. Phase 1 has already been delivered. There is a tightly controlled ISIS Implementation Plan in place to ensure that Phase 2 development, testing, training and roll-out is completed by 1st June. All outstanding actions have owners, timescales and contingencies. G4S has allocated considerable reserve development time to the project allowing for project slippage. The core ISIS product is an existing, tested case management system, derisking development. G4S began developing ISIS in August 2010, and has a dedicated Project Management Team overseeing its continued development.

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RESTRICTED COMMERCIAL IN CONFIDENCE 9.2 Contingency Arrangements

Please describe: how your proposals for delivery of services within this CPA will be put in place without adversely affecting your organisations or your Sub-contractors ability to deliver existing and recently won contracts as well as other contracts you are bidding for.

in detail your contingency plan for maintaining the entire scope of your proposal within your bid should members of your supply chain withdraw prior to commencement of delivery of this contract.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to two sides of A4.

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RESTRICTED COMMERCIAL IN CONFIDENCE 9.2 G4S currently delivers over 3,000 contracts to 400 different contracting bodies. Last year alone we put in place 60 new contracts worth over 400 million to the full satisfaction of 14 contracting authorities, including the Ministry of Justice, the Olympic Delivery Authority and the US Department of Defence. We did this whilst maintaining contractual targets against our 6 billion core business base. G4S have a dedicated, ring-fenced team to implement our delivery proposals for Kent, Surrey and Sussex. This teams sole responsibility is the delivery of the G4S Work Programme in the Kent, Surrey & Sussex. The team is additional to all other G4S business so there is no risk of adversely affecting our ability to deliver existing and recently won contracts, and other contracts that we are bidding for. Two members of G4Ss dedicated team for the area are already in post. The other roles have been prerecruited, with job offers going out on the day of preferred bidder announcement. The G4S Work Programme Regional Team for Kent, Surrey & Sussex sits within G4S Welfare to Work. G4S Welfare to Work is a stand-alone business within our Care and Justice Division. G4S Welfare to Work does not deliver, and is not competing or bidding for any contracts other than Work Programme. As such, there is no chance that implementing the Work Programme could affect any other contracts. To date G4S has invested 1.5m in our dedicated Work Programme Team. This will increase by another 1.2 million by June 1st to mobilise the Work Programme in Kent, Surrey & Sussex. G4S has a dedicated regional team for each CPA that we win. We have resourced our central team anticipating success in at least four areas, and have a clear plan in place to implement and deliver up to 11 CPAs. This scaling includes recruitment of additional central team staff, scaling ISIS infrastructure and licenses, taking on additional office space and increasing our commercial resource. Kent, Surrey & Sussex has a stand-alone Implementation Plan that does not depend on, or affect, any other CPA Implementation Plan. G4S has: a ring-fenced budget for the Kent, Surrey & Sussex ring-fenced staffing for the Kent, Surrey & Sussex a dedicated CPA Contract Board identified premises in Crawley a delivery network in place of 9 current, local subcontractors dedicated TUPE support staff for Kent, Surrey & Sussex an Implementation Plan specific to the CPA a Kent, Surrey & Sussex Transformation Plan a Stakeholder Engagement Strategy for Kent, Surrey & Sussex and an Employer Engagement Strategy for Kent, Surrey & Sussex. These do not affect, and are not dependent upon, any other CPA or any other part of our business. These arrangements are already in place, and will continue to be in place on contract award and continuously throughout the term of the contract. G4S ensures that our subcontractors deliver their contracted elements of the Work Programme without adversely affecting their ability to deliver existing, recently won and new business by: only selecting subcontractors with a demonstrated ability to implement new business whilst maintaining existing services undertaking initial and ongoing due diligence on all subcontractors to ensure that they have sufficient experience, capability and capacity to deliver all contracted services only giving subcontractors referral volumes that represent, at most, modest growth on their existing services contractually obliging subcontractors to ring-fence resource for Work Programme, and to demonstrate that this resource is additional to, not taken from, current and anticipated requirements Supply Chain Managers monitoring subcontractors Implementation Plans to ensure that they are robust, and that they have considered and mitigated the impact on other areas of business of mobilising the Work Programme close liaison with local stakeholders and funding bodies to ensure that subcontractors are meeting their wider commitments, as well as their Work Programme obligations joined- 80 -

RESTRICTED COMMERCIAL IN CONFIDENCE 9.2 up performance reporting with other local initiatives delivered by our subcontractor base contractually obliging subcontractors to share any growth plans that could have an effect on, or be affected by, their Work Programme commitments making early commitments to all supply chain partners so that they can plan for the referrals that they will receive having multiple providers in our supply chain so that if one is struggling to meet their Work Programme and wider contractual commitments, referrals can be redeployed to organisations that are demonstrating an ability to perform across their obligations. G4S maintains an active Kent, Surrey and Sussex Subcontractor Contingency Plan (SCCP) for maintaining the entire scope of our delivery proposal should any members of our supply chain withdraw prior to the commencement of delivery of Work Programme in the CPA, or at any point during it. This Plan is currently active (it was completed on 26th January 2011) and will be continuously updated (at least quarterly and more often as appropriate) throughout the life of the contract. The first line of contingency in our SCCP is that, wherever possible, we have multiple Job Brokers, In Work Partners and Knowledge Bank providers in each county. For example, in Kent we subcontract to ATS, Kennedy Scott, Kent Supported Employment (KSE) and RBLI to deliver Job Broking and Renovo, KSE and RBLI to deliver in-work support. All of these Job Brokers have proven that they can expand throughout Kent if necessary. Our Knowledge Bank has been selected against our matrix of identified need in the CPA. Wherever possible, for each need, in each geographical area, G4S have at least two service providers. For example, in Surrey we have Oakleaf and ESRA providing additional Mental Health support. This provides a first line of contingency should a subcontractor withdraw, we have another in place to continuity of service. As a second line of contingency, G4S maintains a named Reserve List of local and national providers who have passed our minimum supply chain criteria. For example in Surrey, Ixion has agreed to accept up to 1,000 referrals and in Kent, Kent College has agreed to take up to 1,000 referrals should any of our Job Brokers or In work Support partners withdraw. On a national level, Pinnacle People has agreed to take between 1000 and 3000 referrals throughout Kent, Surrey & Sussex should the need arise. G4S maintains a New Entrants Fund to further facilitate the entry of new organisations into our supply chain to maintain the entire scope of our proposal. As a third line of contingency, and only in extreme circumstances where both other contingencies have failed, G4S is able to self-deliver services until a specialist replacement can be found. For every subcontractor, every geographical region, and every service (including the matrix of Knowledge Bank need) the G4S SCCP details: our current assessment of the risk of the subcontractor withdrawing or underperforming the name/s of the current contingency subcontractor/s the list of possible new entrants to the area local and national reserves and an outline of the last-resort G4S self-delivery contingency. The G4S SCCP is reviewed quarterly by the Contract Director to ensure that it is current, fit-for-purpose and to identify any areas of high withdrawal risk or thin contingency. G4Ss approach to subcontractors is one of ongoing transparency, commitment and communication. We inform all subcontractors of anticipated flows, payment terms and contractual conditions far in advance of contract award to minimise the chance of subcontractors withdrawing from the supply chain. G4S have Teaming Agreements for all major suppliers, placing legal obligations on both parties not to withdraw prior to contract. Ongoing communication throughout the contract ensures that G4S and our supply chain are aware of any financial, contractual or performance issues well in advance of any potential withdrawal or expulsion from the supply chain.
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