TMX - Report Template - V1 - 11.07.11 Web viewSupply chain design has been shown to be of a high...

IXION HOLDINGS

Assessment Dates: 14/12/2015 – 17/12/15

ContentsTMX – Report Template

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1. About the Organisation..........................................1

2. Assessment Methodology......................................2

3. Assessment Outcome..............................................3

4. Areas of Significant Strength...............................4

5. Areas for Improvement...........................................6

6. Areas Requiring Significant Development......8

7. Findings Against the Merlin Standard..............9

5. Conclusion..................................................................24

1.About the OrganisationIxion Holdings Ltd (Ixion / the Organisation) is a not-for-profit group of companies and operates as a subsidiary of Anglia Ruskin University, with its own main board. Ixion combines an entrepreneurial spirit with commercial principles, underpinned by a strong moral compass.

The Organisation has a stated vision to "transform people lives through Skills, Employment, Enterprise and Innovation, for growth". Its aim is to help individuals transform their lives and assist economic growth using workforce skills development, helping the unemployed, employed, offenders, veterans etc. acquire new skills, get jobs, gain confidence and provide business start-ups with the know-how to become established, sustain and grow. Ixion also supports high growth organisations and research institutions across Europe by allowing them to innovate and access EU funding. It partners with organisations in health, education, private sector, central and local government to deliver its defined outcomes and is structured in five main divisions:

Skills Enterprise Employment Justice EU Research and Innovation

The Organisation is based on the following values:

Future: Forward Thinking People: Inspiring Outcome: Successful How: Simpler, faster and Personal The principle contracts currently operated by Ixion Holdings using supply chains include:

New Enterprise Allowance (NEA) – a Department for Work and Pensions (DWP) contract

National Offender Management Service (NOMS) – a Ministry of Justice contract

24+ Adult Learning Loans (24+ Loans)– a Skills Funding Agency contract

From the outset Ixion determined that it would deliver some elements of the NEA programme itself and had identified the existing supply chain partners that are delivering now with the 60% (Ixion)/40% (SCP) market share in each CPA. This represents a shift from Ixion’s contract for the previous round of NEA where Ixion delivered 100% directly itself with no supply chain partners in Essex, South London and East Anglia. 2015 was the Organisation’s first year with Supply Chain Partners on the NEA programme.

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2.Assessment MethodologyThis assessment is the Organisation’s first against the Merlin standard. The assessment team comprised of Andy Richardson (Lead Assessor) and two team assessors: Neil Potentier and Susan Smith.

At an initial planning discussion between the Lead Assessor and representatives of Ixion, including the person acting as Coordinator for this Merlin assessment, a sample of Supply Chain Partners were identified that suitably reflected the make-up of Ixion’s present, potential and past supply chain. From this sample, the Coordinator created schedules for each of the assessors, modified marginally over subsequent weeks to accommodate the availability of individuals within the organisations selected.

During the assessment, assessors reviewed a diverse and substantial range of evidence, including written documentation and electronic systems. This was supported by face-to-face and phone interviews with representatives of Ixion, collaborative partners, contractors and Supply Chain Partners.

Each assessor completed the schedule of interviews over the first three days of this assessment, convening on day four to share findings and agree scorings for each criterion within the Merlin Standard. These detailed findings were provided to a panel of senior Ixion staff, at a feedback session on the afternoon of the fourth day. This feedback included the final outcome of the assessment, as well as providing an overview of the key areas of strength and areas for consideration when it comes to continuous improvement moving forward.


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3.Assessment Outcome

Overall % 83% Overall Outcome GoodSupply Chain Design ExcellentCommitment ExcellentConduct GoodReview Good


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4.Areas of Significant Strength A number of significant strengths and areas of excellence in practice were identified during this Merlin assessment and summaries of these are given below. The numbers in brackets refer to the criteria of the Standard to which the areas relate.

Supply chain design has been shown to be of a high standard throughout all criteria of Principle 1. The scope and range of Ixion and its approach to defining the procurers’ objectives, researching pre-existing markets and legacy suppliers throughout the design process and actually consulting with the potential supply chain on supply chain and service design has all allowed for some very effective networks to be established. These are with with local councils and other organisational networks that include voluntary and third sector organisations, all of which enable a diversity and depth to its provision. It will obviously serve Ixion well to maintain such alliances moving forward as these will play a major part in future stakeholder analysis and supply chain review. (1a.1 and 1a.2)

Good up-front communications, through presentations, group discussions and one-to-one dialogue, enabled prospective Supply Chain Partners to understand what would be on offer throughout the contract in a transparent fashion. This included helping Supply Chain Partners to understand the processes, relationships and reporting lines throughout the supply chain. This communication throughout the onboarding process has enabled Ixion and its partners to establish a clear understanding of expectations and underpinning principles, upon which relationships are founded.(3c.1, 3c.4 & 3d.4)

The values and work ethic of Ixion have proven to be highly effective in supporting the development of supply chain partners and their staff. There are a good number of examples where Ixion staff have ‘gone the extra mile’ in helping some Supply Chain Partners overcome their particular challenges, demonstrating a strong personal, as well as organisational commitment to the partners. Equally the Supply Chain Partners were able to identify a range of additional funding opportunities the Ixion had made them aware of, including Big Lottery and local or sector funding initiatives.(2b.1 & 2b.2)

With the influence of Anglia Ruskin University and a long standing track record, Ixion has developed robust, yet comprehensible contract documentation that provides the details without overly-complicated terminology and phraseology. Supply Chain Partners were very positive in their descriptions in this regard. Partners were also very positive in describing how their requirements had been taken into account in both pre- and post-contract arrangements, with several examples being shared throughout this assessment, including flexibilities around the management fee. Funds were also found to be transferred effectively in a timely and accurate manner, with any payment delays being down to inaccurate or 5 TMX – Merlin Report Template

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incomplete claim submissions on the part of the Supply Chain Partner concerned. Support provided by Ixion to the Supply Chain Partners affected has seen a steady reduction in the number of cases where this occurs.(2c.3, 2c.6, 2c.7 & 2c.8)

With several TUPE situations under their belt, Ixion have been able to demonstrate that not only do they have robust and effective processes and practices in place to manage TUPE, but that they are also able and willing to go beyond minimum requirements in many cases, offering excellent support to not only their own staff who are transferring out of Ixion, but also to help organisations who are transferring people in to Ixion to manage the expectations of these staff as they transition in to their new roles upon transfer.(3a.2)

Ixion has also demonstrated to both the assessment team and the Supply Chain Partners that it has a robust and comprehensive Management Information System (MIS) with which to manage data and information within and across the supply chain network. Supply Chain Partners were very positive in their descriptions of the accuracy of the data and their ability to produce their own reports from the system.(3d.4)


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5.Areas for ImprovementThe following areas for improvement-could be considered for review and improvement. The numbers in brackets cross-reference the findings to the relevant element and criteria of the Merlin Standard.

With the unsuccessful applicants to the Ixion supply chain receiving feedback, Ixion may also want to consider providing similar feedback to successful Supply Chain Partners, as this could help them to identify areas for further development going forward and could form the foundation for an organisational Supply Chain Partner development plan.(2a.1 & 2b.1)

All Supply Chain Partners interviewed were very clear as to their volumes and performance criteria as defined by Minimum Performance Levels (MPLs) however, several Supply Chain Partners appear not to be fully aware of the percentage of the market share that they have been allocated in comparison to others within the supply chain, including Ixion’s own direct delivery. There may be advantages to be gained from Ixion looking to increase the transparency of market share across each supply chain in a more consistent fashion.(2c.4)

In reviewing arrangements for the quality assurance (QA) of services provided, it is recommended that further consideration be given to how quality is considered on an equal footing with compliance and performance, as Supply Chain Partners indicated that this appears to have been a lesser priority for them to date. In particular, consideration could be given to a more robust and consistent approach to the QA of volunteer mentors where used by Supply Chain Partners. It is recognised that the approaches taken for Ixion’s own direct delivery in this respect is proving more effective and there could be advantages from investigating how such approaches could be mapped across effectively.(3b.1 & 3b.2).

With both Ixion staff and Supply Chain Partner staff all offering a degree of information, advice and guidance to end-users, it is recommended that the senior team consider how the quality of IAG can be more robustly and comprehensively assured at the point of delivery.(3b.3)

Supply Chain Partners confirmed on a consistent basis that they meet (in both face to face situations and ‘virtually’) as a collective and that this could provide an ideal opportunity in which to collaborate however, at this present time, they are not consistently sensing a drive from Ixion to collaborate. Examples of ‘collaboration’ within the supply chains of other primes include for example, joint bids, the sharing of resources and the trading of services and these may be worth consideration by Ixion going forward, even where Ixion may not be ultimately involved directly in the services delivered. It may 7 TMX – Merlin Report Template

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also prove beneficial to be clearer on what represents ‘good practice’ within Ixion’s supply chain and a simple definition (rather than a plethora of examples) can often help people to identify ‘good practice’ for themselves and then share with other partners. In a similar vein, creating a simply stated definition of what represents Value For Money (VFM) can help Supply Chain Partners to understand their own context and make clear and well informed decisions, based on realistic expectations.(2a.3, 3b.8, 3d.1 & 3d.5)

With environmental sustainability requiring some improvement (see next section), it is also suggested that consideration be given as to how Ixion can look to identify further the impact it and its supply chain as a whole is having on the commissioners’ broader social objectives. With the connections that Ixion has with the justice system and with local, regional and national organisations concerned with poverty, homelessness and health and well-being, Ixion is ideally placed to use these connections to build a more robust picture. Sharing this with Supply Chain Partners will then help them to understand their own contributions, not just to the area in which they primarily operate, but also to the wider perspective.(3b.7, 4a.3, 4a.4 & 4a.6)

A similar picture as described above equally exists for Diversity and Equality, with policies and practices being checked at the point of procurement and data being provided through the MIS. What is less clear however, is how Diversity and Equality data is being collated and analysed by Ixion, or how any outcomes are being shared with the supply chains and then thereafter used by Supply Chain Partners to modify, or improve approaches that address any small issues identified. This then is an area where development could help support supply chain understanding and identify, for example, how services are meeting local needs and matching demographic trends.(3e.2 & 3e.3)


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6.Areas Requiring Significant DevelopmentAlthough the Merlin Standard overall has been achieved with a ‘Good’ outcome, there was one criterion within the requirements of the Standard where limited evidence was presented and required significant development in order to support the organisation achieve excellence in supply chain partnership working. The numbers in brackets cross-reference the findings to the relevant element and criteria of the Merlin Standard.

Environmental Sustainability is a fundamental principle within Ixion’s culture and value set, with many examples being provided of projects that the Organisation has established, or is collaborating in. Recognising that the due diligence testing done at the procurement stage for new partners is robust in terms of checking policies are in place, there appears however, to be less focus on environmental sustainability as an ongoing indicator of performance for partners. In essence then, it is recommended that Ixion looks to define and communicate some clear targets for its supply chains to achieve, with specific objectives being agreed with each individual Supply Chain Partner. This will enable Supply Chain Partners to be able to define their own contributions, as well as understanding just what is required of them in this regard. This in turn will then help Ixion to understand how Supply Chain Partners are collectively contributing to Ixion’s efforts and to the overarching strategy of Anglia Ruskin University.(3b.7)


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7.Findings Against the Merlin Standard

1) Supply Chain Design

1a) Supply Chain Design

The scope and variety of the supply chain was found to be of a very high standard with a good representation of public, private and third sector organisations forming the network used to deliver services. This use of a diverse range of delivery partners is based on a clear rationale for the use of organisations in each specific sector and this enables the commissioner’s objectives to be addressed effectively, for example in the areas of skills, enterprise and the rehabilitation of offenders.

The organisations within the supply chain are able to deliver services to a wide range of customer groups with varying needs. Supply Chain Partners were initially, and continue to be, selected based on geographical coverage, experience and track record, as well as for their specialisms. Element 2c carries more detail of the selection process itself.

The starting point for the design of any new supply chain by Ixion is the question ‘how will our customers/service users be best served and how will we address the strategic objectives of the contract?’ There is clear evidence that Ixion undertook effective research and consultation regarding local demographics and existing supply chains and delivery models, as well as employer and customer needs. In addition to an analysis of their own experiences in delivering a range of contracts, this research consisted of discussions with various Local Authorities, government departments, existing providers, Job Centre Plus, Local Enterprise Partnerships (LEPs) and other key players in the areas covered by the various contracts. “We make it clear in the ITTs (Invitations to Tender) just what the commissioner’s objectives are and we ask potentials partners to address these in their submissions.” (Ixion Manager)

Over the course of the contracts thus far, there is evidence of an evolving understanding of supply chain needs and examples were provided of a number of targeted Supply Chain Partners being brought in to reinforce and enrich the range of provision on offer, for example through the inclusion of a private recruitment and training provider with unique focus on employers, a specialist disability provider and a charity specialising in working with offenders. Ixion specifically targets voluntary sector organisations when looking to deliver programmes that are voluntary themselves in terms of participation by customers and public sector organisations who have good networks where there is a wide geographic spread of delivery required. ‘I think the balance of the supply chain is right - even if we are not included.’ (SCP). “We are a specialist in mentoring of offenders and bring this to the supply chain. Ixion knows our track record.” (SCP)


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Ixion is also able to identify a number of organisations outside its own supply chain that are used to provide further support of a more specialist nature and this was confirmed in some of the discussions with Supply Chain Partners. Examples here include: further and higher education institutes, third tier providers who deliver webinars on behalf of the whole supply chain and a number of specialists who provide mentoring and support to transitioning ex-offenders. “We latched on to other providers through the bidding process and this enabled us to build a wider network of our own.” (Wider Partner)

2) Commitment

2a) Collaboration, Cooperation and Communication

The procurement processes for Supply Chain Partners within Ixion were found to be well structured, effective and transparent. Supply Chain Partners commented that they found the communications throughout the procurement process to be of high order and that there are good levels of transparency and trust. The communication processes included a number of presentations and webinars for all interested parties, together with emails, face-to-face discussions with existing networks and individual organisations. “They are the best communicator of all the Primes we work with.” (SCP)

Only in a couple of situations did Supply Chain Partners indicate their sense that Ixion could have been more timely in their communications, especially where changes to strategy were introduced.

Following procurement, communications have continued to be effective, with Supply Chain Partners citing the support and discussions with their Supply Chain Managers (SCMs), as well as ongoing emails and, latterly, networking events. There were several examples provided of where Ixion staff have worked with Supply Chain Partners on a one-to-one basis to help Supply Chain Partners understand contractual requirements, service deliverables and service related processes. “Ixion’s contract manager worked with us as the SSWP contract itself was not totally clear and helped us to understand what this meant in practice.” (SCP)

Unsuccessful supply chain applicants are routinely emailed with a description of the outcomes of the procurement process, together with a brief explanation of why the applicant had been unsuccessful and have been offered the opportunity to receive more detailed feedback regarding their application should they wish. “We weren’t successful, but at least we now know what we need to work on if we want to be more successful in the future.” (SCP)

Ixion has certainly proved to the satisfaction of its Supply Chain Partners that they listen and act on what they hear through the range of feedback opportunities and effective communications have led to a collegiate approach to managing relationships. Examples of feedback and consultation


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opportunities include Partner Meetings, webinars and the monthly performance and compliance reviews. This consultation has impacted on many aspects, including the development of webinars for NEA clients, modifications to the NEA Handbook and the development of various systems and processes across the various contracts to better meet the needs of Supply Chain Partners. There were also situations described by Supply Chain Partners of Ixion working with them to develop approaches to delivery, for example on the Skills Support for Work Programme and on the NOMS programme. “We suggested some streamlining of documents and this was taken on board.” (SCP) “They allowed us some flexibility on designing courses and writing learner plans, following our suggestions to them.” (SCP)

Opportunities for Supply Chain Partners to collaborate have been created by Ixion, for example the quarterly partner meetings. There are also opportunities for Supply Chain Partners to collaborate and share resources to some degree through the Mentor Hive, a network resource that contains the contact details and background summaries of all NEA Business Mentors, for Supply Chain Partners to draw upon, should they need. The NOMS Supply Chain Partners also cited situations where partners had shared expertise, for example related to gang violence, autism, dyslexia, drugs, gambling, cognitive behaviours and safeguarding. “Ixion are encouraging good ways of working amongst us.” (SCP)

There are however some issues raised by Supply Chain Partners around the location of meetings, with some partners from outside the London area (typically the Midlands and North East of England) indicating that they feel more remote from the opportunities to collaborate. Some others also indicated that they feel it is more a case of people being brought together (physically, or virtually) with an expectation of collaboration occurring, rather than collaboration actually being facilitated around specific issues, or opportunities, and this may be worthy of further consideration by Ixion.

All those Supply Chain Partners interviewed within this assessment were clear as to the business relationships underpinning supply chain arrangements now in place and there was no ambiguity evident. All specialist Supply Chain Partners operate under a formal contract. Quarterly meetings and briefings by email are followed up with phone calls, and there is a Specified Point of Contact within Ixion for each Supply Chain Partner. “Communications have been amazing – we have brilliant relationships with performance managers at Ixion.” (SCP) “I think we all have a very good understanding of the various relationships that exist within the contract – where we’ve had any questions, Ixion have been quick to address them and clarify things.” (SCP)

With effective working relationships in place at both senior and operational levels, the cascade of information was cited by all Supply Chain Partners to be good in both directions, with many Supply Chain Partners commenting on the willingness of Ixion staff to listen and take things on board. All Supply Chain Partners questioned commented that they found the communications to be open and honest. Some commented on the improvements in communications


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over the last few months, citing the new management structure, the work of the Supply Chain Managers and the introduction of various new processes as major contributory factors. “Communications are quite formal and structured to ensure there is no ambiguity; webinars are a bit less formal and we are encouraged to take part.” (SCP), “Our contract manager is very approachable, listens well and is open and honest.” (SCP), “Communication is very open and honest – it is about getting results.” (SCP), “There is no stonewalling by Ixion.” (SCP).

2b) Developing Supply Chain Partners

With pre-existing providers coming in to the supply chain, many Supply Chain Partners are already well established and at an advanced state of organisational development, requiring little in the way of further development by Ixion. There were some examples provided by both Ixion and the Supply Chain Partners of development activities that have helped to build capacity and to develop partners strategically. In one case, an Supply Chain Partner received hands on support in order to develop their own financial business model and another was guided and supported in increasing its turnover six fold. Others cited support for the implementation of the more complicated policies, e.g. for embedding safeguarding more fully and implementing enhanced customer feedback mechanisms. “Webinars are about general topics and are helpful.” (SCP), “They have nurtured us and allowed us to grow. I can’t thank them enough.” (SCP)

There is good evidence to show that additional funding streams have been brought to the attention of Supply Chain Partners, including for example the signposting of partners to the NOMS Development and Innovation Fund. Several Supply Chain Partners commented that they had been able to identify alternative bid opportunities as a result of advice and information from Ixion.

There were also examples to show that some of the Supply Chain Partners have secured additional contracts to support young people as a result of signposting and encouragement from Ixion and others cited Big Lottery, 24+Loans and the Ixion Partnership Group through which additional funds can be leveraged. “We have actually been encouraged by Ixion to become a Prime in our own right.” (SCP)

In regards to developing the staff within the Supply Chain Partners, there are many examples of training being offered, in the main associated with systems and processes, but also including wider aspects such as data security, safeguarding and Equality and Diversity (E&D). The training offered thus far has been without cost to the Supply Chain Partners and has been delivered either by Ixion’s own training staff, or by drawing in internal specialists as required, for example to brief on data security issues. There are also examples of Ixion working with Supply Chain Partners to identify staff development needs and in some cases are looking to jointly resource these needs, e.g. through the various webinars. Supply Chain Partners are also actively encouraged by their Supply Chan Manager to raise areas where they consider that their staff would benefit from training or development activity not


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already planned by Ixion. “Our staff development was discussed and Ixion held webinars regularly.” (SCP), “Ixion are very encouraging towards our staff development.” (SCP), “They allowed us to develop our own approach to developing staff based on our expertise (NOMS).” (SCP)

2c) Contracting and Funding

From a thorough review of the processes and discussions with Supply Chain Partners, the contracting processes were found to be highly effective, fair and equitable by all those interviewed and, as identified above, communications are good throughout the procurement and contracting process.

The procurement process commences with preparation for procurement and includes the research and consultation efforts mentioned earlier, including discussions and consultation with intended supply chain partners and in the provision of events and briefing sessions with potential partners. Applications to join the supply chain is by the submission of a formal Expression of Interest (EoI) and these are scored by Ixion staff against pre-determined criteria. For those selected to become part of the supply chain, applicants were put through a standard due-diligence process that included financial stability, Health and Safety and other policy and resource checks. Unsuccessful applicants receive an email with brief details of why they had been unsuccessful and an invitation to seek further feedback should the applicant wish. “We were declined at the first round of bidding due to lack of experience and track record in this area and we fully accepted the decision, despite the fact that we had been successful under SSW. We undertook training, built up a network and re-tendered and were successful second time around.” (SCP).

With the unsuccessful applicants receiving feedback, Ixion may also want to consider providing similar feedback to successful Supply Chain Partners, as this could help them to identify areas for further development going forward and could form the foundation for an organisational Supply Chain Partner development plan.

Supply Chain Partners commented favourably on the fact that the communications had made the funding arrangements and payment structure clear from the very start. There were several examples of the funding/payment structures being varied to help mitigate any undue financial risks for Supply Chain Partners, e.g. by having a variable management fee and, by exception, making payments to a small number of Supply Chain Partners outside of the standard terms, where finances were seen to be tight. Due diligence also includes financial viability checks as a standard item where the Supply Chain Partner is an unknown entity. In a couple of cases, Ixion increased the volume of referrals to Supply Chain Partners at the partners’ request, once their performance capabilities had been proven. “We know


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how to run the contract and Ixion are open about what they want.” (SCP).

Supply Chain Partners confirmed that Ixion has devised and distributed effective and robust contract and guidance documents that clearly define the obligations of both Ixion and its Supply Chain Partners. Partners confirmed that they have also received copies of the Supply Chain Management Framework (SCMF) document and the Supply Chain Partner Handbook, though not all have read them to date. “I’ve read and understood our Contract with Ixion and it’s pretty straight forward, so I’m very clear on the obligations from both sides.” (SCP) “The documentation describes how Ixion will manage the contract, everything they said they’d give, we’ve had.” (SCP) ‘I have read the SCMF and it makes perfect sense to me.” (SCP)

Initially, Ixion’s delivery model was one of 0% direct delivery, though over time operational pressures and the desire to reduce risk for Supply Chain Partners has seen a proportion of direct delivery introduced for several of the contracts. This level of risk is one of the principal factors in determining market for share for partners and sits alongside contract size, partner expertise and geographic reach. Areas of deprivation are also factored into the support offered to various communities, with strong efforts made to leave legacy projects and this is also considered when allocating contracts. That said, several Supply Chain Partners appear not to be fully aware of the percentage of the market share that they have been allocated in comparison to others within the supply chain, including Ixion’s own direct delivery and this is an area where further consideration could bring benefits to both Ixion and the Supply Chain Partners.

As already identified within the earlier part of this report, there is evidence to show that proactive negotiations took place regarding volumes and expectations, with examples being provided where numbers have been adjusted under contract variations to better reflect demand and capacities/capabilities. These include the moves to increase volumes for those Supply Chain Partners able to demonstrate capacity and capability. “Our basic principle is one in which partners can build their numbers up over time should they wish and as they demonstrate to both themselves and us that they are able to achieve performance targets. We’d rather see them be successful and then benefit from that success, than give them the high numbers they sometimes request, only to see them fail and we have to then address poor performance.” (Ixion Senior Manager), “There is a ceiling but we know we can go back for more.” (SCP)

The payment by result model used to determine the payment structure directly mirrors that of DWP and the other Commissioners and all Supply Chain Partners are aware of this and its implications.


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The transfer of funds throughout the supply chain is generally working effectively for the majority of Supply Chain Partners, though there were a couple of incidents identified where payments had been delayed due to inaccurate or incomplete paperwork. Ixion continues to work with partners to help them understand the very defined requirements of the procurers, including the need for paper-based records with which to substantiate claims. “Right evidence equals right payment. It works!” (SCP) That said, there are still a small number of partners who are uncertain as to why payments are sometimes delayed, though this may be down to who within the Supply Chain Partners is being made aware of the data inaccuracies. With Ixion having a nominated Specific Point of Contact (SPOC), there may be advantages to be considered from asking each Supply Chain Partner to identify their own SPOC, though which all such communications pass. The senior team in each Supply Chain Partner would then have their own internal ‘go to’ person from whom they can gain the insight they need.The initial presentations and discussions around procurement, together with contracting arrangements have done an effective job and the majority of Supply Chain Partners are aware of the level of their management fee and its purpose, citing the management information system, staff training, Ixion’s infrastructure, the development of systems and processes, communication tools and Ixion’s support generally. Ixion operates a flexible scale of fees, with partners being able to receive a range of support packages depending on their own needs with the management fee being scaled accordingly. “I am happy with the concept of a management fee and know what I am getting and have been told we can review this.” (SCP) “It is our responsibility to propose a sensible financial model and we then have an open conversation about the management fee – what they will put in for that.” (SCP) A small number of Supply Chain Partners however, were unaware of the flexibilities within the Management Fee structure and this may therefore, be worthy of further investigation by the Supply Chain Managers.


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3) Conduct

3a) Demonstrating Commercial and Business Integrity

The working relationships between Ixion and its Supply Chain Partners across the range of supply chains are overall at a good level. There are particularly good relationships emerging with the recently appointed Supply Chain Managers and feedback from Supply Chain Partners suggests that these relationships are fundamental to the effective working of the supply chain going forward. The core principles and operating philosophy of Ixion are captured in the Organisation’s SCMF and Partner Handbook and are described within ‘Four Pillars’. All Supply Chain Partners are clear that they share Ixion’s values and that this was one of the key drivers for them engaging with Ixion at the start. The willingness of Ixion to be flexible, supportive and to be influenced by Supply Chain Partner comments, demonstrates to the Supply Chain Partners that the core principles are being carried in to day-to-day practices and behaviours. “We liked Ixion because they are not into easy hanging fruit targets but want the harder higher fruits that make a difference.” (SCP). ”We looked at their 4 Pillars and liked them.” (SCP). “Cooperation, communication and collaboration are the ethos and values and we both work to high standards.” (SCP).

With significant experience under their belt and the support of internal HR experts, Ixion demonstrated an excellent understanding of the TUPE processes and requirements and the transfer of staff between organisations were effectively managed. Workshops, regular meetings and discussions and frequent emails all helped TUPE’d staff to make the transition and allay any concerns they might otherwise have had, with Ixion’s SPOC playing a key role in ensuring robustness and consistency. In a couple of cases, partners rejected that TUPE applied however, Ixion continued to apply the basic TUPE principles in order to transition staff in the most effective a people centered fashion. “There was great communications and support from HR at Ixion.” (SCP). “If TUPE became an issue, Ixion have said they would help us.” (SCP).

As identified earlier in this report, the relationships and interactions between Ixion and its SCPs are wholly positive and, in particular, Supply Chain Partners are responding well to the efforts of the Supply Chain Managers. These Ixion staff have contact with their Supply Chain Partners on a monthly basis and there are operational discussions and exchanges held at frequent intervals. Supply Chain Partners equally commented on the highly positive and effective relationships they hold with the Organisation, from senior management levels within Ixion to front-line operational staff. “They are approachable, they answer queries and we get a quick response to queries from the admin team.” (SCP). “If we do make mistakes, it’s about let’s work together to fix this.” (SCP)

Changes in legislation and statutory requirements are notified effectively through discussions and emails and these are again reinforced within the monthly performance reviews and discussions with Ixion. ‘Intend’ is a primary


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intranet based communications portal used to keep Supply Chain Partners up to date with a wide range of issues and information and emails also play a large part in helping Supply Chain Partners to keep up to date with latest legislative and regulatory requirements, as do DWP’s Exchange updates. The effective relationships and open dialogue provide for a good degree of understanding amongst Supply Chain Partners regarding interpretation and implications of funding, regulatory and legislative changes. “The Prevent Agenda was excellent and bang up to date.” (SCP). “Intend is a fantastic communications portal for updates.” (SCP).3b) Quality Assurance and Compliance

From discussion with Ixion staff and Supply Chain Partners, Quality Assurance (QA) processes and practices are considered to be satisfactory at this time. Quality assurance is largely driven by the checks done at due diligence stage and by the use of well qualified and experienced partners. There was also evidence of partners adopting their own approach, including the observations of Business Mentors within the NEA contract, whilst other Supply Chain Partners have developed their own Quality Management Framework. Monthly reviews by the Ixion Supply Chain Managers play a part in determining the quality of provision, though this appears to be more around compliance and performance than genuine quality assurance thus far. Customer feedback is considered as part of the assessment to determine whether or not a quality product is being delivered and throughout these methodologies, the Supply Chain Partner has the opportunity to provide additional material for consideration and to suggest opportunities to improve performance where appropriate. Whilst the SCMF contains details of QA approaches there are a number of Supply Chain Partners who have yet to familiarise themselves with its content and it is recommended that the approach to quality assuring services at the actual point of delivery is reviewed, with a view to developing robustness and consistency.

Supply Chain Partners commented that they have found the quarterly partnership meetings useful for discussing quality issues, which have then been picked up in the discussions with their Supply Chain Manager. “Quarterly meetings are now via video link, which is better for us saving hours of travel.” (SCP). “There are action plans to make improvements and Ixion follow these up at subsequent reviews.” (SCP). Examples of improvements made as a result of QA activities include improvements to documentation, systems and processes, e.g. the reporting dates spreadsheet, webinar content and structure and the improvements made to learner paperwork, leading to fewer errors and hence, more timely payments.

Through its supply chain design and with well established supply chain partners, many of whom having a long history in the field of Information, Advice and Guidance (IAG), Ixion is able to demonstrate that access to good quality provision is made available and promoted to customers. Ixion itself is accredited against the matrix Standard and several Supply Chain Partners have posted their intentions to be assessed and accredited against the matrix Standard for IAG, though this is not presently a requirement of partners within


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Ixion’s supply chain. “We have embedded IAG and policies in line with Ixion’s own; we have matrix Accreditation on our list of things to do.” (SCP). Through the various communication channels, networking approaches and one-to-one dialogue, all Supply Chain Partners are aware of the IAG available in their geographic areas. With both Ixion staff and Supply Chain Partner staff all offering a degree of information, advice and guidance to end-users, it is recommended that the senior team consider how the quality of IAG can be more robustly and comprehensively assured at the point of delivery.

Data security within Ixion is closely reviewed during the due diligence process at the outset, through physical visits by an in house subject matter expert. A traffic light system is in place for Ixion’s supply chains and the performance reviews done by the Supply Chain Managers provide ongoing opportunities to ensure compliance by ensuring that computer screens are cleared and locked down when Supply Chain Partner staff leave the position where they are viewing information and establishing how hardcopy information/records are maintained. “They have challenged us on all our policies and procedures. It’s not just compliance.” (SCP). Emails are all encrypted and permissions levels ensure that data is ring fenced and only accessible by appropriate persons. That said, there were a number of delivery partners, e.g. the volunteer Business Mentors within NEA, who appear to have fallen outside the data security checks by Ixion or its partners thus far. One of the recommendations from this assessment therefore is the need to review practices for ensuring compliance at all the points of delivery in a number of areas, including data security, health and safety and safeguarding – see below.

Health and Safety (H&S) policies are equally assessed at the initial stages as part of the procurement process and again reviewed as part of the monthly performance discussions between the Supply Chain Partners and their Supply Chain Managers and other Ixion staff. In the event of any shortfall, or corrective action being required, an action plan is drawn up by the Supply Chain Partner and agreed with their Supply Chain Manager, supported by Ixion’s own specialist H&S advisors where required. “The Prevent Agenda made us re-think our health & safety policy (with reference to safeguarding).” (SCP). The monitoring of volunteer Business Mentors within the NEA programme in relation to Health and Safety however, was again found to be inconsistent across the supply chain – see above.

A similar situation exists for safeguarding, with initial checks on policies in place through the procurement processes and ongoing monitoring of Supply Chain Partners for effective practices during the reviews and analysis by Ixion staff. Ixion has appointed a ‘Designated Safeguarding Officer’ (DSO) and it is this person that coordinates the efforts of both the internal team and the partners. Additionally, Ixion works to the Baseline Personnel Security Standard (BPSS) guidelines and all Supply Chain Partners are required to confirm that they will adopt and apply similar guidelines. From March 2015, all Supply Chain Partners are also required by Ixion to have a DSO as part of their Safeguarding Policy. With safeguarding having a high profile, many Supply Chain Partners have developed their own approach and policies and many have


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undergone specific training provided by Ixion in this regard, including that related to the ‘Prevent Agenda’. “We will build the Prevent Agenda into our policies.” (SCP). Additionally, Ixion have signed up to an expert third party service for specialist advice and have opened this service up for the use of partners, two of which have already been referred to this specialist for support. “We want to be seen as a ‘Safeguarding Champion’ and we’re keen to drive this down our various supply chains. For example, we’ve arranged for a representative from the Essex Adult Safeguarding Board to address the next partner meeting.” (Ixion Senior Manager).

There are policies in place throughout the supply chain related to Environmental Sustainability (ES) and this forms part of the selection criteria for all supply chain applicants and is an integral part of the reviews, meetings and discussions undertaken by Ixion. Ixion itself is subject to DWP audits on a regular basis and these factor in their approach to environmental sustainability and build on Ixion’s high degree of senior level commitment to this issue, with many environmental projects being supported by Ixion directly. Whilst Ixion has made some excellent strides forward in starting to understand its own approach and impact towards Environmental Sustainability, for example in improving wildlife habitats, there are currently no targets defined across the various supply chains to improve performance against any broader metrics, such as business mileage or energy usage. Nor have any targets been defined for Supply Chain Partners specifically related to Environmental Sustainability issues, beyond those that the Supply Chain Partner organisations may have in place of their own volition. The collation and analysis of this data is also in its infancy at this time, although this forms part of the plans for Ixion moving forward over the next few months. A couple of Supply Chain Partners commented that Ixion have worked with them to improve their Environmental Sustainability approach including their policy, though this does not appear to be widespread at this time. “We didn’t have an Environmental Policy when we first started talking to them and they shared theirs with us and helped us to create something that we were comfortable with.” (SCP)

Throughout this assessment, there are various examples of ‘good practice’ being shared and demonstrated, e.g. the benefits of on-line portfolios, the advantages of scanning and emailing visit reports, rather than posting hard copies and the enhancements to be had from defining timelines for the submission of feedback however, Ixion at this time has not set out to define what the term actually means and consequently has not communicated with the supply chain in this respect. This leaves supply chain partners identifying what they believe to be good practice and sharing the same through the various formal and informal networking opportunities, such as the quarterly Supply Chain Partner meetings. Despite this lack of definition, comments made by Supply Chain Partners were positive when describing Ixion’s approach to identifying and sharing good/excellent practice, with several citing improvements they have made to their own approaches and processes as a result of hearing what other Supply Chain Partners have done. There were a couple of Supply Chain Partners who indicated that they feel a little isolated in


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the way the contract had been delivered thus far, owing to their geographic remoteness from Ixion Head Office. It may therefore be of benefit to look at how Ixion can bring Supply Chain Partners together in a face to face situation in a range of locations, for example on a regional basis.

3c) Honouring Commitments

Ixion has managed Supply Chain Partner expectations well with effective and improving communications throughout the procurement phase and during live running. Expectations have been clearly defined from the outset and communicated in both written format through the contracts and variations and verbally through discussions. Within this assessment, Supply Chain Partners confirmed their understanding of these expectations and that post-contract arrangements reflect pre-contract agreements. Examples were provided of Supply Chain Partners having volumes adjusted both upwards and downwards, depending of performance and in each case these changes were confirmed through a variation to agreement (contract).

In discussing the complaints procedure within the Ixion supply chain, Supply Chain Partners were generally aware of the dispute resolution processes and how to access these through their Supply Chain Managers, or senior manager within Ixion where this relationship exists should the need arise. Again, the vast majority of Supply Chain Partners interviewed indicated a good level of satisfaction with regards to concerns being quickly addressed and in a positive manner. The low volumes of formal complaints is due largely to the positive relationships existing between Ixion and its Supply Chain Partners. Any concerns are addressed as they occur, drawing in senior Ixion staff as appropriate, where the issue determined that it be escalated to a more senior level.

Ixion senior staff also indicated that the Organisation would abide by any decision made by the Merlin Mediation Service (MMS), though this service was relatively unknown to the Supply Chain Partners, due in the main to the fact that it has not been required to this point in time by any Supply Chain Partner. Whilst no such cases exist, all those Supply Chain Partners interviewed in this regard commented that they felt Ixion would abide by any findings of an external adjudicator, but that in their experience, they felt Ixion would work to resolve any issues before this became necessary, as this was part of their values set.As identified earlier in this report, expectations regarding processes, practices, performance and standards have been built into contracts and service guidelines, e.g. the SCMF, Minimum Service Levels (MSLs) and Partner Handbook. These expectations continue to drive the monthly performance reviews and quarterly partner meetings and are a key feature of the Ranking and Rating information shared with all partners. “We got to know about other players when we got a ranking and rating list at the first (partner) meeting.” (SCP).

3d) Performance


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It is clear that the supply chain has worked collaboratively on occasions, e.g. in the creation of the Mentor Hive mentioned in Element 2a on page 7 of this report. The regular email and phone contacts, monthly review discussions and attendance at Supply Chain Partner meetings also evidence Ixion’s approach to creating opportunities for collaboration within its supply chains. This infrastructure provides for Supply Chain Partners to review and discuss developments and requirements across the network. Worthy of note are that NOMS Supply Chain Partners are now being encouraged to share specialisms by developing staff in each other’s organisations, including Ixion itself. “A great example was how we designed training sessions together.” (SCP)

An area for development could be the further encouragement by Ixion for Supply Chain Partners in other supply chains to collaborate, for example in joint funding bids and in the sharing of resources, could also reinforce this supportive approach to supply chain development and position the Organisation as a catalyst for change and improvement in the eyes of the supply chain.

Ixion has demonstrated effective performance management processes and practices, primarily through the monthly monitoring reviews with Supply Chain Managers and during the quarterly Supply Chain Partner meetings, where performance data for the whole supply chain is shared and discussed. These discussions are underpinned by the SCMF document, the Minimum Performance Levels and the Management Information (MI) system that provides the raw data. Opportunities exist for Supply Chain Partners to raise issues and discuss concerns at the various meetings and these are shared across the operational teams and with specialists within Ixion in order to resolve them effectively. Innovation is equally encouraged by Ixion and innovative ideas and lessons learned are also noted and shared across the network through emails and ongoing discussions, though at this time there is no central log of lessons learned in this fashion. Examples of innovation introduced thus far includes the move to a tablet based platform with which to access key information and data and the introduction of digital signatures, resulting more timely payments. “They (Ixion) are very keen on utilising technology wherever possible to make systems and processes more efficient, but they don’t force it on you if you don’t think you can cope. More often, they’ll take time to work with you and support you in its introduction – you never feel abandoned.”(SCP) The clarification of just what innovation is within the contracts offered could well help Ixion to raise Supply Chain Partners perceptions and understanding, leading to greater dialogue in this regard.

Any under-performance identified within a Supply Chain Partner results in targeted discussions as to how this will be addressed and this drives any subsequent reviews, until such time as the shortfall is remedied. Several examples were provided of Supply Chain Partners failing to deliver performance targets and then working alongside Ixion staff to identify the causes of the poor performance and introducing measures to remedy.


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The result was to see the Supply Chain Partners significantly improve their performance, usually in terms of improving their throughput and claims. There are equally examples of where Supply Chain Partners have over-performed and have been offered additional volumes in recognition. “We started off at a lower level than we originally wanted, but Ixion have lived up to their word and have recognised our excellent performance by giving us more places – we’re now up to where we want to be and the added benefit is that we know we can sustain this in the future.” (SCP)

Through good communication and improved monitoring and reporting, supply chain partners confirmed that they are very clear as to their performance expectations and that the review processes and meetings infrastructure provide for effective analysis of such performance. “I think we’re all clear when it comes to performance expectations. Ixion have a very keen focus on performance but they don’t just focus on the numbers; they also help to ensure that there is sustainability in place.” (SCP)

The Intend and Gateway systems also incorporate management information facilities and are now becoming established pieces of technology that have developed over time with input from the supply chain itself and now have the capability to store, analyse and report information in a comprehensive manner. Supply Chain Partners commented that, once they had developed their understanding of it, it had allowed for accurate data to be maintained and reported upon by Ixion. “The MI reporting certainly gives me what I want.” (SCP) “Intend gives me the information I want to help me manage the performance from this end.” (SCP) The NOMS contract however, has not been without its problems when it comes to MI and all parties, including the commissioner, are working hard to resolve the issues raised by Ixion and the Supply Chain Partners.

Ixion has built the concept of Value For Money (VFM) into all aspects of their negotiations and contracting processes and senior Ixion staff are very clear on how the support packages offered to partners are representing VFM for the Supply Chain Partners. With Ixion being part of Anglia Ruskin University and having strong moral values, VFM and safeguarding the public purse is seen as a critical success factor by the management team. Those Supply Chain Partners questioned indicated that VFM is very much dependent on ‘delivering outcomes’ and is determined by the funding levels. “We did discuss value for money at the initial contract meetings and this was reflected in the price we agreed.” (SCP). “VFM is being careful with the money and getting the results.” (SCP). A number of SCPs however did comment that they are unsure as to what represents value for money in the eyes of Ixion (they tend to use their own definitions) and it may be worth considering the preparation of a statement or statements, that defines ‘VFM’ for the various stakeholders. Simply providing Supply Chain Partners with basic questions they can use to determine if a particular contract provides VFM for them and their service users can often clarify thinking and create greater consistency across the supply chain.


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In looking to measure and encourage demonstrable outcomes and performance improvements, for the various contracts, the main criterion tends to be the customer journey milestones, for example the 8 week business plan and 26 week sustained business outcomes for NEA participants. The Individual Learning Plans (ILPs) and other personal client records are also designed to measure distance travelled at the individual level. Some Supply Chain Partners also use

Recognising and Recording Progress and Achievement (RARPA) documentation and, as such, Ixion has established a flexible yet robust approach to monitoring distance travelled, that builds in the more complex issues at play with some of the client groups, for example, those within and exiting the criminal justice system. There may be some benefits therefore in Ixion looking to bring partners together to look specifically at this aspect, for example at one of the partner meetings.

3e) Promoting Diversity and Equality

Diversity and Equality (D&E) is seen as a key issue for all customers and stakeholders aligned to Ixion. All those within the supply chain are required to have and maintain a D&E policy that at least matches that of Ixion and compliance with this requirement is confirmed during the procurement process. Thereafter, Supply Chain Partner discussions, communications, webinars and training sessions have helped to define expectations all round and copies of Ixion’s own policies have been provided to some Supply Chain Partners who were struggling to develop their own versions.

In establishing the Approved Provider Network and designing the supply chains, Ixion were able to contract with Supply Chain Partners and partners that share its own beliefs and values, including those related to diversity and equality. All Supply Chain Partners indicated that they feel Ixion’s traffic-light approach to due diligence topics makes sure all policies (including D&E) are fit for purpose and Anglia Ruskin University and the other large stakeholders of Ixion all have very clear guidelines and requirements in this respect, leading to a high degree of visibility for this issue and, through Ixion’s efforts, all Supply Chain Partners are clear as to expectations. There was however, some sense that smaller Supply Chain Partners would like to see more guidance and direction/promotion of D&E issues and how they might help to address them and this is explored further in the following paragraph.

The various MI systems used across the contracts are designed to capture diversity and equality data this has enabled Ixion to access effective data on take up of provision. End of contract reports are produced by Ixion to demonstrate to commissioners just what impact Ixion has had on D&E matters and these reports do a good job of data analysis. Supply Chain Partners however, reported that for many of those interviewed, whilst they had provided data as required, for example by ESF criteria, they had yet to receive any comparative data of how they themselves measured up in comparison to local demographics and that they had relied on their own processes and analysis. “By using PICS we were able to investigate issues.” (SCP) “D&E


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formed part of our initial application and we had to submit a copy of our policy to Ixion for them to confirm suitability. We do discuss it from time to time with our contract manager (SCM), though I haven’t seen any of their data and tend to rely on our own; which works for us just fine by the way.” (SCP)

With some contracts still within their first year of operation, many Supply Chain Partners are, as yet, unaware as to how Ixion will analyse any D&E data to inform future service delivery, or how it links to the wider policy and objectives of the commissioner and this may be worthy of consideration for the future.

4. Review

4a) Supply Chain Review

Feedback has been collected from a wide range of stakeholders such as customers, Supply Chain Partners, staff, local authorities, Local Employer Partnerships (LEPs), Strategic Partnerships, third sector organisations and of course, Anglia Ruskin University and the commissioners of the contracts, through formal processes such as performance review meetings, national and local networking and though informal situations. The end of contract reports provide Ixion an opportunity to showcase their improvements and the steadily rising number and value of contracts indicates that commissioners are seeing an improvement in Ixion’s performance.

Customer complaints and compliments and survey results also feed in to the supply of review data to good effect. Effective relationships with stakeholders all provide for a rich vein of information and feedback and there were several examples of this information giving rise to improvements being made to both practices and processes throughout the supply chain, as described earlier in this report

In keeping with DWP requirements, Ixion has developed a Self-Assessment Report (SAR) format based on the DWP SAR guidance and Ixion’s own SCMF. Contributing to this approach are the discussions held with Supply Chain Partners during the performance reviews and the requirement of Supply Chain Partners to complete and submit a similar tool that provides Ixion with the relevant information. Supply Chain Partners are then required to identify and implement their own areas for improvement. The outcome of this process is an all-encompassing report and Quality Improvement Plan (QIP), used by Ixion to drive development and improvement activities. “I actually found the SAR process to be quite useful. It identified a couple of areas that we needed to develop and the subsequent discussions with our contract manager helped us to agree a way forward.” (SCP). There could be advantages to be gained in requesting that all SCPs produce their own Self-Assessment Report (SAR), against a pre-agreed set of subject headings,


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including the single operators, e.g. volunteer Business Mentors. Not only would this help Ixion to see where Supply Chain Partners position themselves, it would also help to support a strategic review within each Supply Chain Partner, something that typically these businesses are weak at. Producing a supply chain SAR and Quality Improvement Plan and publishing them for access by Supply Chain Partners could help to further the transparency of Ixion’s approach.

Discussions with Supply Chain Partners at all levels have shown the communication channels identified earlier within this report to be relatively effective at providing the supply chain with up to date information on wider policy and strategy, through the described communication vehicles and face-to-face dialogue. Not only is there a clear line of communication, there is equally a clear commitment within Ixion to the wider policy and objectives of the various commissioners. This is typically evident in the design of the supply chain and the use of specialist providers and in the various new initiatives being explored and delivered. Many of those Supply Chain Partners interviewed were aware of the commissioner’s wider objectives, as well as the part they will be playing in contributing towards them in a demonstrable fashion, although this is inconsistent and tended to relate to their own area of expertise and interest, rather than across the contract. Many Supply Chain Partners commented on the usefulness of the supply chain meetings, regular emails and the discussions with Supply Chain Managers as vehicles for keeping them updated on the wider policy and strategy of the commissioner and affirmed that this is a subject occasionally discussed at the supply chain meetings and performance reviews. In some cases, Supply Chain Partners referred to the preparation of case studies by Ixion with which to share impact data where held. “Case studies are starting to look at impact in terms of progression of individuals.” (SCP) “The contract closure reports, for example on SSW (Skills Support for the Workforce), also include the impact on social objectives, so we know we’re making a difference.” (SCP). “We support Government priorities like reducing unemployment, NEETs, improving English and maths skills and delivery of apprenticeships and 24+ learning loans.” (SCP). With the contacts and connections across a wide range of stakeholders, Ixion is now well placed to further develop this understanding of impact.

The introduction of various specialists into the supply chain over the previous year or so, for example to better meet the needs of ex-offenders and those requiring learning loans, are clear demonstrations of how the supply chain has evolved over time to better meet the changing needs of stakeholders of all types. In some cases, these changes included an element of shifting market share and in at least one case Ixion are working strategically to resolve the issue of ‘parasitic’ systems in the criminal justice system that means customers’ details can be ‘lost’.

The design and activities of the supply chain have without doubt had a positive impact on such wider social objectives as criminality, poverty, customer health and wellbeing and employability, though there is a tendency for the positive


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outcomes to lean towards the anecdotal. This report also carries comments about the need to bolster the approach to driving environmental sustainability more robustly through the supply chain. Opportunities therefore now exist to extend the range of data collection to other stakeholders, e.g. by engaging with the health sector, the various housing associations, environmental groups and Government offices themselves, in order to better understand the wider impact of the supply chain on the commissioners’ key social objectives.


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5. ConclusionIxion Holdings has exhibited behaviours that fully meet the requirements of the Merlin Standard and several areas of good practice have been demonstrated and yet more are emerging.

It was evident to the assessment team that Ixion has, over the last 6 to 12 months, developed an approach to managing its supply chain that is founded on the principles of the Merlin Standard and that this has resulted in improved processes, practices and working relationships at all levels. These improved relationships have been accompanied by ever evolving development mechanisms that support the evolution of not only the individual partners, but also of the supply chains as a whole, all developed with good consultation with SCPs and this in turn has led to improved performance all round.

Supply Chain Partners confirmed that Ixion has established the positive behaviours expected of a Prime contractor organisation and that the strategies, policies and processes deployed since the re-engineering of the supply chain in March of 2015 have resulted in a supply chain that can better meet the needs of the various stakeholders.

Good use has also been made of the wider stakeholders in helping to inform the development and evolution of the supply chain and the support offered to supply chain partners has been instrumental in keeping them within the supply chain and, in some cases, keeping them in existence as an entity.

Some work has yet to be done around embedding environmental sustainability, the analysis and sharing of Diversity and Equality data and the wider social objectives of the commissioners across each of the supply chains, however good work is already underway and clear plans are in place to take many of the development areas identified in this report forward. If these plans are followed through effectively, the next six to twelve months should see Ixion make significant strides forward.

Assessment Type INITIAL

Assessor’s Decision STANDARD MET

Lead Assessor’s Name ANDY RICHARDSON

Visit Date 14/12/2015 – 17/12/15

Client ID C18194


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