GOVERNMENT

PROCUREMENT
CARDANNUAL
REPORT
2006
Contents 02

04

08

12

15

16

20

23

25

28

32
Introduction Peter Fanning, Acting Chief Executive, 2006
Office of Government Commerce (OGC) in figures
This year, we enter the tenth year of the GPC Visa framework agreement, and as with all previ-
ous years, I am delighted to report another year of growth for the programme. A growth in savings,
a growth in annual spend, a growth in the number of schemes and a growth in the number of cards.
More than any other year, this expansion demonstrates that there is an increased awareness of pro-

790 94k
2—3 curement and its role in improving the delivery of public services. It is because of programmes such as
GPC Visa that we are making excellent progress towards our target of £21.5bn of efficiency savings
by 2007/8. Every day GPC Visa is helping organisations up and down the UK to make progress
towards this very real target.
790 GPC Visa 93,867 GPC Visa
In my role as Acting Chief Executive of the OGC, I see staff working extremely hard across all areas
schemes in operation cards in use
of government to improve the way their organisations undertake business. The response to the chal-
lenge of the Efficiency Review has been excellent, and we should all be proud of the progress that
has been achieved. However, the reality is that the challenge of continuing to deliver efficiencies does
not get easier as we move forwards. As we continue our search for more cost reductions and greater
time savings, we must be prepared to take harder decisions and, where necessary, bolder actions.

This does not mean that we need to seek radical innovations in order to make big efficiencies.
The challenge we face can be met by continuing to do what we have already been doing, yet smarter.
The methods that we have used to progress this far are the methods that have already proved to be
successful. Meeting the demanding targets we face can be achieved through more collaboration,
sharing of knowledge and professionalism. Using GPC Visa is one of the proven methods for deliver-

£676m 3.9m
ing efficiency. This is why it made very real sense for us to extend the framework agreement for GPC
Visa. The agreement we have with Visa Europe and the six issuing banks will now run for another two
years until 2010.

In order to meet the challenge of making the £21.5bn in savings, each organisation must be prepared
to be accountable for the way they deliver services, as well as the services they deliver. This means £676,052,175 spent using 3,878,588 GPC Visa
public sector organisations must adopt proven methods for delivering efficiency, methods such as GPC Visa cards transactions
using GPC Visa. If you are responsible for any form of efficiency in your organisation, the best step
you can take to improve efficiency is to use GPC Visa.

£174
Average spend: £174 per
transaction using GPC Visa
£108m
£108,600,464
monetary savings

38.8m 149
Paper savings: 38,785,880
sheets of A4 paper
Carbon savings:
149.3 tonnes of CO2
2006 Number of GPC Visa
schemes annually
since 1997
Year
Overview
2006 in figures
GPC Visa schemes in operation:
GPC Visa cards in use:
790
93,867

790
GPC Visa spend on cards: £676,052,175
GPC Visa transactions: 3,878,588
Average spend per transaction: £174.30
4—5 Monetary savings: £108,600,4641

SCHEMES
Paper savings: 38,785,880 sheets of A4 paper2
Carbon savings: 149.3 tonnes of CO23

2006 has seen the greatest growth in transactions on GPC Visa to date, with over a million more

1998
transactions than in 2005. More organisations initiated a GPC Visa scheme in 2006 than in any other
year in the history of the programme. This rapid uptake of GPC Visa, combined with the continued
expansion of existing schemes, resulted in more savings being accumulated across more cards than
in any previous year.

12 In July 2006, the cumulative spend on GPC Visa passed the £2 billion milestone, through nearly
four million transactions. All of the transactions were redirected away from wasteful, work-inten-
sive processes to a more efficient and streamlined process. The GPC Visa programme once again

SCHEMES
exceeded the previous year’s spend volumes, achieving over half a billion pounds of annual spend
for the second consecutive year. Figure 1 (below) shows the annual spend placed through GPC Visa
each year since its introduction.
£676.1m

£527.3m

£404.8m

£304.5m

£208.4m

£122.3m

£61.2m
£19.7m
£3.2m

1998 1999 2000 2001 2002 2003 2004 2005 2006

Figure 1: Annual Spend (£ millions)

Figure 1 demonstrates just how rapidly the programme has been accepted by the public sector and
that, despite the programme moving into its tenth year, there is no let up in its rate of growth.

When the GPC Visa framework agreement was extended a set of new annual spend targets were
established by OGCbuying.solutions and Visa Europe. The annual spend target for 2006 was
£665m. Looking at the figures above, we can see that this target was exceeded by over £10m.
The target for 2007 is £840m, which equates to an increase of 25% on the current annual total.

Year 1998* 2002 2006

Average spend per card £1,732 £5,335 £7,202
Table 1: Average spend per card
*The first complete year in which statistics are available following the signing of the first GPC Visa agreement in 1997.

The average annual spend per card for 2006 was £7,202. This means that the average spend per
card has now increased by over 400% in eight years. The increase in average spend per card shows
that organisations are using GPC Visa with increasing confidence. GPC Visa is clearly a payment
solution that public sector organisations trust to improve their purchase to pay cycle and to deliver
procurement efficiencies.

1
Savings calculated using the
National Audit Office approved
figure of £28 per transaction.
2
Paper savings based on an
estimate of 10 sheets of A4 paper
saved per transaction.
3
Carbon savings based on the
estimate of the carbon required
to produce a tonne of paper.
Year
Overview
£376.2m

13 MILLION 13,436,725 cumulative

transactions on
GPC Visa since 1997

TRANSACTIONS
£267.6m

6—7

SINCE 1997
£186.9m

£122.0m

£72.3m

£36.3m
£17.1m
£0.8m £5.4m

1998 1999 2000 2001 2002 2003 2004 2005 2006

Figure 2: Cumulative savings (£million)

*Savings calculated using the National Audit Office (NAO) approved figure of £28 per transaction

The UK public sector is currently working to meet the targets laid out by Sir Peter Gershon for the
Efficiency Review. All public sector bodies are required to deliver 2.5% of efficiency gains, either
through cashable, monetary savings or through non-cashable, process improvements. GPC Visa
contributes to these savings in numerous ways, for example, generating cash discounts from suppli-
ers and achieving compliance to corporate contract. The greatest savings from using GPC Visa are
generated through the process efficiencies that are gained when GPC Visa is used to reduce the
steps and time required to fulfil a purchase. The extent of these efficiencies is directly related to the
amount of transactions processed: a process efficiency can be recorded every time a purchase is
made using GPC Visa.

13.4m

11.7m

9.8m

8.3m

6.9m

5.6m
4.4m

Q1 Q3 Q1 Q3 Q1 Q3 Q1
Dec 03 Jun 04 Dec 04 Jun 05 Dec 05 Jun 06 Dec 06

Figure 3: Cumulative transactions January 2004 – December 2006 (million)

Figure 3 shows the cumulative transactions processed using GPC Visa between the end of
December 2003 and the end of December 2006. It is evident that the number of transactions proc-
essed using GPC Visa is growing at an accelerated rate month on month, year on year. Given the
scale of the efficiencies that GPC Visa is contributing to the public sector, it is clear that GPC Visa is
the most sustainable and successful procurement solution in use by government today.

GPC Visa continues to make a significant contribution in the reduction of waste. By saving an average
of ten sheets of paper per transaction, it is estimated to have reduced the carbon output of the UK
public sector by 149 tonnes. This figure is calculated on the basis of the energy required to create the
38.8m sheets of paper and does not account for any of the carbon savings associated with trans-
porting, printing or disposing of the paper. GPC Visa can clearly assist public sector organisations to
become more energy efficient and to reduce the use of paper.
% RE- % GPC Sector
Statistics
Central, Civil Government and Defence4
2005 2006 Percentage
Growth
Local Government5 and Schools
2005 2006 Percentage
Growth

SOURCE VISA
Annual Spend £463,444,466 £526,767,717 13.66% £30,392,400 £102,796,709 238.23%
Number of Transactions 2,533,907 2,916,142 15.08% 161,382 689,195 327.06%
Number of Cards 59,558 71,663 20.32% 5,643 14,984 165.53%

8—9 Number of Schemes 307 347 13.03% 130 256 96.92%

BUDGET SPEND
Table 2: Breakdown of GPC use in Central and Local Government

Health Higher Education

2005 2006 Percentage 2005 2006 Percentage
Growth Growth
Annual Spend £22,572,057 £23,420,391 3.76% £10,878,417 £23,067,358 112.05%
No. of Transactions 104,307 104,346 0.04% 83,378 168,905 102.58%
No. of Cards 2,924 2,826 -3.35% 1,953 4,394 124.99%
No. of Schemes 37 44 18.92% 52 143 175.00%

Table 3: Breakdown of GPC Visa use in Health and Higher Education

The central, civil and defence sector has seen steady growth, both in the number of organisations
using GPC Visa and in the transactions being placed through the schemes. The departments in this
sector represent 78% of spend in the GPC Visa programme, and some of the schemes are nearly
ten years old. A growth rate of over 13% in this sector is therefore impressive.

The use of GPC Visa in the health sector has not met OGCbuying.solutions’ expectations in 2006.
Whilst it is noted that the health sector already has over 300 Visa Purchasing Card schemes that
were initiated prior to 2002, these older schemes do not account for the lack of growth. OGCbuying.
solutions has noted that a number of new schemes have been put into place in this sector and that
the NHS is viewed as a key opportunity for growth. OGCbuying.solutions and their partners will con-
tinue to work with health trusts and the NHS procurement hubs in order to develop new schemes
and extend existing schemes.

The local government and higher education sector figures for 2006 are extremely encouraging.
The growth in spend, transactions and schemes has been exceptional and demonstrates that these
sectors are increasingly using GPC Visa as part of their standard procurement procedures. The

47 78
growth in local government transactions has increased by over 300%, whilst the growth in the
number of schemes in higher education has increased by almost 175%. Growth of this nature demon-
strates that GPC Visa is a tool that is quick to implement and can be used across all areas of govern-
ment for organisations with diverse procurement needs.

Central, Civil Central, Civil Central, Civil Local Health Higher Total
Government Government Education
Government and Government and and Defence
Defence Sector Defence Sector
Savings 2005 £70,949,396 £4,518,969 £2,920,596 £2,334,584 £80,732,272
2006 £81,651,976 £19,297,460 £2,921,688 £4,729,340 £108,600,464

17 15
Percentage of total 2005 87.89% 5.60% 3.62% 2.89% 100%
GPC Visa savings
2006 75.19% 17.77% 2.69% 4.35% 100%
Percentage of total 2005 87.89% 5.76% 4.28% 2.06% 100%
GPC Visa spend
2006 77.92% 15.21% 3.46% 3.41% 100%

Table 4: Breakdown of savings by sector

Local Local
Government Government Central, Civil Local Health Education Total
Government Government
and Defence

Percentage of Resource Budget6 46.56% 16.89% 27.51% 9.04% 100%

4
Central Civil Government and

28 03
Defence includes all central Percentage of Tatal GPC Visa Spend 77.92% 15.15% 3.46% 3.47% 100%
Government departments,
associated bodies and devolved Table 5: Proportion of savings by sector
assemblies.
5
“Local Government” includes
all publicly funded bodies that
deliver services on a regional
basis. This includes: county,
Health Health district and unitary councils, fire
and police authorities, parks
authorities, local charities and
organisations such as Regional
Development Agencies.
6
The resource budget is the

09 03
total spending available to
individual departments according
to their individual departmental
expenditure limits. The resource
budget does not account for
non-departmental spend such
as social security benefits,
tax credits or public service
Education Education pensions.
Sector
Statistics
GPC Visa continues to be more established in the central, civil and defence sector, with 78% of the
total annual spend in the GPC Visa programme having originated here. This sector represents nearly
half the government’s resource budget, and the volume of spend in this sector therefore continues 93,867 CARDS Number of GPC
Visa cards in use per
annum since 1997

IN 2006
to be disproportionate in relation to the sector’s total resource budget. The remaining sectors’ spend
volumes through GPC Visa are still below the relative proportions of their resource budgets, but both
the local government and the education sector have shown improvements in relation to their overall
10—11 proportion of spend. The increase in the proportion of spend by almost 10% by local government

39,057 CARDS
brings this sector’s spend much closer to its relative resource budget and demonstrates that local
government is using GPC Visa in a positive and meaningful way.

The challenge for the health and education sectors is to align their GPC Visa spend percentages

IN 2002
with those of their resource budgets. An increase of 5% is readily achievable for the education sector.
However, the health sector faces a 23% proportional shortfall, and unless there is growth in the
use of GPC Visa by the health sector, it risks seeing its proportion of spend continue to decline as
the other sectors continue to use GPC Visa for more and more of their spend.

The annual spend on GPC Visa in relation to the total resource budget of the UK public sector shows
that GPC Visa covers only 0.24% of the UK public sector’s spend. It is reasonable to expect GPC
Visa to cover a larger proportion of the £277bn resource budget spent by the UK public sector, and 1,872 CARDS
IN 1998
a four-fold increase in the amount spent using GPC Visa would still only represent less than 1%
of the total resource budget. The capacity for growth in the GPC Visa programme remains high, and
we expect the programme to continue to grow at a significant rate.
Supplier Every supplier capable of accepting GPC Visa is classified by a supplier category group code. Supplier Supplier Category Group Percentage of Total GPC Visa Spend by sector
Categories Analysing the GPC Visa annual spend, it is possible to get a broad understanding of the types of Categories Central Local Health Higher All
Government Government Education Sectors
goods and services for which GPC Visa is used. Table 6 (opposite) shows the annual spend broken
Auto Rental 2005 0.80% 0.42% 0.23% 0.51% 0.78%
down by supplier category group code for 2005 and 2006.
2006 0.82% 0.66% 0.29% 1.98% 0.81%
Automotive Fuel 2005 0.48% 0.33% 1.56% 0.23% 0.47%
Travel and office stationery continue to account for the largest percentage of GPC Visa spend.
12—13 During 2006, the proportion of the total spend increased in a number of categories most notably 2006 0.36% 0.27% 0.61% 0.58% 0.37%
Books and Periodicals 2005 0.78% 0.80% 1.72% 2.43% 0.83%
‘Catering and Catering Supplies’ and ‘Medical Supplies and Services’. Additionally, in 2005, the top
three categories by volume of spend accounted for over 53% of the total spend. In 2006, the same 2006 0.72% 0.97% 1.12% 2.18% 0.83%
Building Materials 2005 2.89% 8.33% 0.17% 2.88% 3.12%
three categories accounted for 48% of the total spend. These variations in spend volumes across the
supplier category groups are indicative of the diverse purchasing requirements of the public sector 2006 3.20% 3.06% 10.55% 2.29% 3.58%
Building Services 2005 0.50% 19.13% 0.12% 0.66% 1.30%
organisations using GPC Visa. It is anticipated that the profile of supplier category group spend will
vary every year as public sector organisations identify increasingly innovative uses for GPC Visa 2006 1.96% 1.31% 2.94% 0.56% 1.88%
Business Clothing and Footwear 2005 0.37% 0.37% 0.00% 0.30% 0.37%
in order to meet their purchasing requirements.
2006 0.31% 0.18% 0.24% 0.07% 0.28%
Catering and Catering Supplies 2005 0.51% 5.27% 0.50% 0.45% 0.72%
The increase in proportion of the total GPC Visa annual spend on ‘Medical Supplies and Services’
could, in part, be due to some innovative work by local authorities that are using GPC Visa to purchase 2006 1.38% 5.78% 2.13% 0.76% 1.98%
Cleaning Services and Supplies 2005 0.34% 0.41% 0.24% 0.26% 0.34%
social care and other care services. One of the authorities leading the way in this area is Kent County
Council. Further information on the work carried out by Kent County Council can be found in the 2006 0.29% 0.48% 0.33% 0.13% 0.31%
Clubs / Associations / Organisations 2005 0.43% 6.03% 0.83% 2.11% 0.71%
2005 GPC Visa Annual Report, which is available at www.purchasingcard.info.
2006 0.46% 3.17% 0.48% 2.00% 0.87%
Computer Equipment and Services 2005 4.15% 5.18% 14.50% 7.27% 4.30%
‘Catering and Catering Supplies’ is a category in which the advantages of using GPC Visa are explicit.
Professional kitchens raise daily orders in an environment where access to computers may be limited 2006 3.43% 3.66% 5.23% 6.07% 3.65%
Estate and Garden Services 2005 0.37% 0.36% 0.16% 0.34% 0.37%
and where many of the suppliers do not work conventional office hours. The ability to make payment
using GPC Visa, by phone or through a card lodged with a supplier, allows the kitchen staff to order 2006 0.38% 0.25% 0.15% 0.27% 0.34%
Financial Services 2005 0.07% 0.06% 0.88% 0.12% 0.07%
easily and efficiently, and the supplier is assured payment.
2006 0.06% 0.08% 0.11% 0.11% 0.07%
Freight and Storage 2005 0.23% 0.09% 0.01% 0.22% 0.23%
2006 0.23% 0.07% 0.09% 0.19% 0.20%
General Retail and Wholesale 2005 8.90% 11.99% 11.12% 10.77% 9.09%
2006 9.42% 7.84% 10.32% 10.44% 9.30%
Hotels and Accommodation 2005 10.29% 5.53% 14.52% 11.49% 10.12%
2006 10.47% 4.51% 10.61% 13.04% 9.78%
Leisure Activities 2005 0.86% 0.65% 1.00% 1.02% 0.85%
2006 0.91% 0.71% 0.50% 1.48% 0.88%
Mail Order and Courier Services 2005 2.40% 1.67% 1.14% 5.48% 2.44%
2006 0.24% 0.27% 0.26% 0.50% 0.26%
Mail Order 2005 1.03% 0.72% 0.32% 0.93% 1.01%
2006 2.73% 1.70% 2.70% 5.20% 2.67%
Medical Supplies and Services 2005 0.78% 3.56% 0.38% 2.05% 0.93%
2006 0.67% 24.76% 0.16% 2.07% 3.85%
Miscellaneous 2005 0.11% 0.76% 0.13% 0.03% 0.13%
2006 1.03% 2.36% 6.50% 0.91% 1.52%
Misc Industrial / Commercial Supplies 2005 6.43% 5.55% 1.80% 5.34% 6.35%
2006 6.40% 4.17% 4.82% 5.63% 5.99%
Office Stationery Equipment and Supplies 2005 20.43% 5.35% 1.88% 9.65% 19.46%
2006 18.66% 9.70% 9.56% 6.80% 16.59%
Personal Services7 2005 0.06% 0.07% 0.01% 0.03% 0.06%
2006 0.07% 0.58% 0.07% 0.10% 0.14%
Print and Advertising 2005 1.85% 0.64% 1.16% 1.48% 1.79%
2006 1.43% 1.27% 2.33% 2.14% 1.48%
Professional Services 2005 1.86% 0.99% 0.66% 2.36% 1.83%
2006 2.81% 1.66% 1.16% 2.47% 2.55%
Restaurants 2005 1.56% 1.43% 5.38% 1.84% 1.57%
2006 1.73% 1.14% 1.10% 3.00% 1.65%
Staff – Temporary Recruitment 2005 2.63% 0.05% 0.00% 0.04% 2.45%
2006 2.29% 3.79% 0.46% 0.13% 2.31%
Statutory Bodies 2005 0.27% 0.44% 0.34% 1.33% 0.31%
2006 0.36% 1.08% 0.55% 0.99% 0.49%
Telecommunication Services 2005 0.51% 0.48% 0.31% 0.42% 0.51%
Table 6 (p13): Supplier category
group spend as a percentage of 2006 0.51% 0.53% 0.31% 0.55% 0.50%
the GPC Visa annual spend for
Training and Educational 2005 1.51% 0.77% 0.65% 3.51% 1.52%
each sector.
These figures have been 2006 1.54% 1.75% 0.61% 3.77% 1.58%
compiled from the data available Travel 2005 24.92% 9.12% 36.90% 23.24% 24.22%
at the time of going to press.
The figures should not be taken 2006 23.33% 11.35% 22.38% 22.92% 21.69%
as a definitive breakdown of the Utilities and Non-Automotive Fuel 2005 0.28% 0.47% 0.08% 0.18% 0.28%
GPC annual spend 2006.
2006 0.28% 0.13% 0.28% 0.16% 0.26%
7
Personal Services cover
Vehicles Servicing and Spares 2005 1.40% 3.00% 1.29% 1.05% 1.46%
services such as counselling,
childcare, investigative services 2006 1.51% 0.78% 1.03% 0.50% 1.36%
and funeral and crematorium
services.
Number of supplier Case Study: In 2006, the Department of Constitutional Affairs (DCA) was responsible for dealing with over 6.5m
outlets where buyers Department for cases in the courts and tribunals service alone. It is a large department with the need to purchase
can use GPC Visa. Constitutional a large amount of goods and services to ensure the smooth delivery of its responsibilities. The depart-
Affairs8 ment’s purchasing requirements and processes are overseen by a central procurement division.

GPC Visa was implemented by the DCA in April 2001 as part of the drive to increase efficiency within
14—15 the purchasing process. Since its introduction to the department, GPC Visa has seen rapid growth in
its adoption and usage by purchasers. Joanne Burtenshaw, DCA National Card Administrator, sees
the benefits of employing an easy to use technology. According to Joanne, “purchasers enjoy having
the ability to control the purchase of goods as and when they need them. Any doubts purchasers
have about the advantages of using GPC Visa are dispelled after their first purchase.”

GPC Visa users within the department are now using it to pay for the majority of low value, high
volume purchases. A total of 106,164 transactions were placed using GPC Visa in 2005–2006, which
resulted in value for money savings of £3 million. The DCA anticipates savings of over £4 million in
the 2006–2007 financial year.

Purchasers are encouraged to use GPC Visa in particular for all goods and services which are
intended to be consumed at the point of purchase or delivery. It is also used extensively for travel and
accommodation purchases as well as ‘one off’ spot purchases. Stakeholder feedback was, and still
is, an important feature of the scheme, helping to continuously define and improve the programme
processes and guidance. The procurement division has found supplier adoption to be straightforward
due to the significant number of suppliers that accept Visa. The unit is so sure of the advantages of
using GPC Visa both to the department and their suppliers that acceptance of GPC Visa is now part
of the department’s standard contract terms and conditions.

A particular advantage of GPC Visa to the department has been the ease with which it has been
possible to extend the scheme and train new purchasers. Since its inception, the department has
grown in size as its responsibilities have increased. The creation of HM Courts Service in 2004 as
an agency of the department meant that responsibility for the running of all the courts in England
and Wales came under the department’s remit. Additionally, in 2006 the Tribunal Service was
created as an agency of the department to provide common administrative support for the main
central government tribunals. The nature of GPC Visa meant that extending the scheme to accom-
modate these new responsibilities and agencies was straightforward for the procurement division.

There are now over 2,500 GPC Visa users across the department and its agencies. New users are
easily adopted onto the scheme due to a combination of simple purchasing processes, knowledge
sharing by existing users and dedicated support from the procurement division.

At present, the department is very satisfied with GPC Visa usage but is ambitious to extend
the scheme into new areas. The next challenge for the procurement division is to improve their
management information systems to enable effective strategic spend analysis at Corporate and
Agency level.

Contributor: Joanne Burtenshaw, Department of Constitutional Affairs

8
The Department of
Constitutional Affairs became a
part of The Ministry of Justice on
the 9th May 2007.
GPC Visa:
Innovation and
Opportunity
GPC Visa has witnessed a wide range of innovations from public sector bodies in their use of the
programme. Each GPC Visa implementation is different, with organisations using their GPC Visa
scheme to overcome specific challenges to become more efficient, more effective and able to deliver 22% OF 22% of spend through
GPC Visa is on travel
by rail, road and air

GPC VISA
improved services to the citizen. The supplier category data (see page 12) shows that GPC Visa is
being used to purchase a wide range of goods and services. Access to suppliers is critical for pro-
curement technologies, and the value of GPC Visa lies in the variety and number of suppliers that will
16—17 accept GPC Visa and in the different ways that GPC Visa can be used with those suppliers.

As well as purchasing stationery, travel, hotel accommodation and IT consumables over the internet,
GPC Visa has also been used to purchase urgent social care needs by allowing social workers to
make spot purchases. GPC Visa has been integrated with e-marketplaces and other e-procurement SPEND IS
ON TRAVEL
solutions (see page 19) to ease supplier adoption for catalogue-based purchasing systems. The con-
stant innovation by GPC Visa customers demonstrates that the tool is a highly flexible and scalable
solution, capable of creating efficiency savings from the smallest public sector organisation through
to the largest central government department.

The GPC Visa programme has adapted to meet the needs of the public sector. OGCbuying.solutions
continues to develop the programme to help public sector bodies to make best use of the GPC Visa
solution. Outlined below are just some of the additional support services available to organisations
with GPC Visa schemes.

GPC eSolutions
GPC eSolutions is a suite of internet-based management information solutions (MIS). GPC eSolutions
gives managers the ability to track, report and extract data on the activity within a GPC Visa scheme.

Using GPC eSolutions gives GPC Visa scheme managers high quality information on the users,
departments and suppliers engaged in the scheme. This critical information can be used to validate
the introduction of GPC Visa, to control the activity of buyers and to expand a GPC Visa deployment.
GPC eSolutions provides spend analysis data that can be used to help procurement staff to monitor
supplier performance and to negotiate improved contract terms from suppliers, whilst also providing
transaction data required for audit.

A customer can select from three different levels of GPC eSolutions according to the organisation’s
needs and the scale of its programme. The GPC eSolutions basic option is free to all organisations
with a GPC Visa scheme, and other options are available at a cost. For further details on GPC eSolu-
tions, please visit www.purchasingcard.info.

The official GPC Visa website

www.purchasingcard.info offers a comprehensive source of information as well as a benchmarking
tool to help procurement managers and suppliers to develop a business case for GPC Visa. The site
offers best practice guidance, implementation case studies and the latest press releases, as well
as previous annual reports. The website also provides access to a database of suppliers who supply
Summary tax data and Line Item Detail (LID, see glossary) transaction data. It is possible to search
the database to see whether suppliers can offer VAT accredited evidence data on the transactions
that are made using GPC Visa. Last year, the benchmarking site received over 600,000 hits from 55
different countries.

Supplier Matching Service

The supplier matching service is made available to GPC Visa customers via their issuing bank.
The service allows GPC Visa customers to submit their own list of suppliers to be analysed and
to identify which suppliers accept payment using Visa. Where a supplier accepts Visa, the level of
transactional data they are able to supply, e.g. Level 1, Summary tax data or LID, will also be identified.
This information is invaluable both to organisations investigating the option to use GPC Visa and to
organisations seeking to expand an existing scheme.

If you are a GPC Visa customer and require further details, please contact your issuing bank. For
organisations who are not yet GPC Visa customers, any of the issuing banks will be able to help you
apply for this service. Contact details for the issuing banks can be found on page 33.

User Groups and Conferences

OGCbuying.solutions facilitates GPC Visa user groups to provide users with an opportunity to share
their experiences, discuss best practices and raise any issues they may have. A national user group
and three regional user groups are planned in 2007, in order to support GPC Visa users with imple-
menting, improving and extending their GPC Visa schemes.
39 MILLION GPC Visa:
Innovation and
Opportunity
In October 2006, the first GPC Visa Annual Conference was held in London. The conference was
attended by existing GPC Visa customers, prospective customers and industry experts. Presentations
were given throughout the day on topics ranging from innovative uses of GPC Visa through to inte-

SHEETS OF
gration with financial management systems. The day provided an opportunity for networking within
the GPC Visa community, and the feedback from the delegates demonstrated the value of such
events. The 2007 GPC Visa Conference will be held in the autumn and will be free to attend for all
18—19 GPC Visa customers.

A4 PAPER Materials from the 2006 GPC Annual Conference and dates of upcoming User Group meetings and
the next GPC Visa Annual Conference can be found at www.purchasingcard.info.

Zanzibar Managed Service

Zanzibar is a web-enabled purchase to pay system and e-marketplace available to all public sector
organisations in England, Wales and Northern Ireland under an OGCbuying.solutions framework
agreement. The system enables public sector buyers and their suppliers to link up over the internet

149 TONNES
and transact end-to-end requisitions, orders and invoices.

Zanzibar has been successfully integrated with GPC Visa and provides a simple solution for auto-
mating the purchase to pay process for any supplier. Zanzibar allows users to embed one or more

OF CARBON
GPC Visa cards to pay for items ordered through the marketplace. This allows Zanzibar customers to
easily adopt any of the 820,000 Visa-capable suppliers in the UK to the Zanzibar service.

SAVINGS

GPC Visa,
a sustainable solution
Case Study:
Durham
County Council
Durham County Council’s Service Direct Department carries out essential services that require spe-
cialist knowledge and skills. Services provided by the department include building services, catering,
cleaning and fleet management. Building services covers the upkeep of all council-owned properties 300%
INCREASE
from schools to care homes. In order to satisfy the needs of their clients, the Buildings Maintenance
Division has a rapid response team of tradesmen to carry out essential maintenance promptly
and efficiently.
20—21

IN LOCAL
The stated aim of the rapid response team is “to provide clients with a service where one visit satis-
fies their requirements”. Whilst the tradesmen carry a number of supplies with them, it is not always
possible to anticipate the exact requirements for each job prior to visiting the site. Depending on the
location, this could result in the tradesmen making a lengthy trip back to the stores to pick up a part.

The previous paper-based process required tradesmen to handwrite every purchase order in tripli-
cate. These forms then had to be filed correctly by the tradesmen. Not only was this process detract-
ing from their primary work of maintaining the council’s properties, but it also created work for the GOVERNMENT
TRANSACTIONS
back office. The clerical team would have to process all the paper orders raised by the tradesmen,
which could be as many as 1000 orders per month. Additionally, it is estimated that a significant
number of order notes were being lost and that many of the orders which were filed contained errors
that required resolution.

The council implemented GPC Visa with Deecal’s management information software. Employing a
strict policy for using the cards, the council has allowed the tradesmen to use the cards to purchase
the parts and tools they require for their rapid response work.

Using GPC Visa has resolved many of the procedural problems that were occurring under the old
system. GPC Visa enables the tradesmen to assess the job first, and if they need to purchase addi-
tional supplies to complete the job, they can do so locally without having to complete forms in trip-
licate. GPC Visa therefore enables the tradesmen to deliver a more efficient, higher quality service
and helps them to meet their goals.

To control spend, tradesmen are limited to using their cards with preferred suppliers. Each of these
suppliers has the capability to provide Line Item Detail data for all the transactions they process.
The council now receives an electronic record of every item purchased using the cards, including the
VAT that has been paid on each item.

Using LID-capable suppliers means that the data can be automatically uploaded to the council’s
financial management system and that maverick spend can be easily monitored. In addition, the
council has developed an in-house system so that the data can automatically be integrated with the
job costings system to provide accurate up-to-date job information and expenditure, improving budg-
etary controls. The use of GPC Visa has resulted in back office time-savings equivalent to almost one
full-time staff member and this time is now being used to deliver improved frontline services.

GPC Visa has provided a simple method to automate a time-consuming process. The Buildings
Maintenance Division now has a new purchasing process that provides significantly better informa-
tion while using fewer resources to deliver the same outcome.

Contributor: Chris McEleavey, Durham County Council

161,382 transactions 689,195 transactions

in 2005 in 2006
£676 MILLION The annual spend
target for GPC Visa
in 2006 was £665m,
Advice for
Programme
Managers
Following a consultation in 2006 with industry experts with a proven history of implementing GPC
Visa schemes, the following provides some best-practice advice to consider when implementing
or expanding a GPC Visa programme.

SPEND
this target was
exceeded by over Step: Building the business case
£10m (£676,052,175) Guidance: It will be necessary to undertake detailed analysis of spend and processes in order to
22—23 build a strong business case that will generate savings for the organisation. Where organisations are

£665 MILLION
able to commit resources to spend and process analysis, they are likely to benefit in the long term, as
they will have a better understanding of their current purchasing costs and the savings that can be
achieved using GPC Visa. An introduction to process mapping analysis can be found on page 25.

TARGET
For more information on the business case for GPC Visa, a benchmarking tool can be found at
www.purchasingcard.info.

Step: Spend controls

Guidance: Schemes implementing strict supplier category controls (see page 12) on their cards at
implementation have often resulted in buyers being unable to use their cards in a number of impor-
tant suppliers. In this case, the controls that have been put in place can act to restrict the effective-
ness of the scheme and be counter productive. Therefore, the scheme manager is usually required
to review the use of controls in order to identify which controls should be removed.

Using the management information available to scheme managers, it is possible to track cardholders’
compliance with procurement policies on a regular basis and identify off-contract spend. Taking this
approach to controlling spend will mean that cardholders are not restricted from making legitimate
purchases. To discuss GPC Visa security and control features, please speak to an issuing bank.
Contact details can be found on page 33.

Step: Management information

Guidance: Management information will allow you to analyse buying activity and efficiency, but this
information needs to be prepared in advance, so it is important to know what information is likely to
be needed before an implementation. Agree what information needs be gathered with procurement
staff and finance staff to establish the organisation’s reporting requirements. For example if the
organisation plans to measure contract compliance, then it will be necessary to establish a reporting
procedure that includes details of the items bought from contracted suppliers. Preparation for report-
ing is important because reporting on spend categories and budget allocations will affect the design
of cardholder procedures and transaction logs.

Step: Planning for reconciliation

Guidance: In many public sector organisations, finance teams are updating systems and proce-
dures in order to establish commitment accounting. This is a process whereby at any given moment
the finance director can report on the organisation’s financial status. This requires the organisation
to record all purchases at order stage in the finance system. GPC Visa transactions may not be
recorded in the organisation’s finance system until the bank file is sent to the organisation, which
usually happens on a monthly basis. To use GPC Visa in line with the requirements of commitment
accounting, it is possible to establish a process to provide commitment-accounting data by using
cardholders’ transaction logs.

Each time a cardholder makes a purchase using GPC Visa, they can be required to complete a trans-
action log with details of the purchase. This data can be integrated with the organisation’s finance
system to record the purchase at the time of the order. This will allow GPC Visa to provide the finan-
cial transparency and rigour favoured by financial managers.

Step: Resourcing a card scheme

Guidance: It is essential to consider the work required to maintain a scheme after an implementa-
tion. Therefore it is necessary to build into the business case the need to monitor and maintain the
scheme after implementation. A well-managed scheme will enable the delivery of the efficiencies
needed to justify this use of resource. The OGC has published guidance on the scope of the work
required to implement and manage a GPC Visa scheme. More information on scoping a GPC Visa
scheme can be found in the paper ‘GPC Scope of Work’ at www.ogc.gov.uk.

Step: Preparing for implementation

Guidance: For an implementation to work successfully it is important to document the key vari-
ables in the implementation before the implementation commences. Ensure that all the appropriate
procedures for using the card are in place prior to implementation. This should include details of
cardholders, planned card limits and details of approved suppliers.
Advice for Step: Supplier engagement
Programme Guidance: Working with suppliers to engage them in a scheme is essential. Making acceptance
Managers of GPC Visa one of the organisation’s standard contract terms and conditions will help suppliers
understand how important it is to be able to accept payment by Visa and will ensure that all new sup-
pliers used by the organisation will fit in with the organisation’s procurement processes. To assist with
supplier engagement, GPC Visa users can use the supplier matching service to identify which of their
24—25 regular suppliers already accept payment using Visa. For more information on the supplier matching
service see page 16.
Step: Set up and rollout
Guidance: GPC Visa is an established procurement tool that has been thoroughly tested by over
750 different public sector bodies processing 13.4m transactions in nine years. Choosing to opt for a
‘pilot’ implementation with no plans to expand the scheme can hamper a scheme and cause it to lose
impetus. Instead, draw up plans for a phased implementation that encompasses the full scope of the
proposed rollout. Case studies and information on the numerous successful schemes in operation
can be found at www.purchasingcard.info.
Step: Managing and monitoring
Guidance: Any monitoring activity should reference the business case to assess progress against
the intended aims for the project.
Step: Securing compliance
Guidance: Compliance to contracts is critical to secure the cost savings from contracts with sup-
pliers. GPC Visa provides organisations with the information to monitor contract compliance. It is
essential that GPC Visa data is regularly monitored to identify maverick spend. Monitoring GPC Visa
data is more effective if an MIS solution is used. For more information on management information
services (MIS) see GPC eSolutions on page 16.
Step: Recovering benefits
Guidance: If an organisation wants to recover the time savings created through the use of GPC
Visa, it should be prepared to carry out the business process mapping analysis (see page 24) in order
to benchmark the current processes so that improvements to any process are suitably documented.
Good Practice: What is process mapping?
Process Mapping Process mapping is a technique that can be used for any form of process redesign, but it is particu-
larly valuable for managers working with GPC Visa. It allows managers to document how the exist-
ing processes work, helping them to visualise the flow of data and to redesign that flow to be more
efficient. Process maps can be used to demonstrate how efficient a process is and how GPC Visa
can streamline a process and eradicate inefficiency. This means that a process map can be a crucial
tool for working with other staff, either to gain financial support for modernising the organisation with
GPC Visa, or to gain departmental support for changing an inefficient process.
Why is process mapping important?
GPC Visa can help improve the efficiency of a wide range of transactions, but in order to maximise
the efficiencies from using GPC Visa, it is necessary to understand what can be achieved using GPC
Visa and then to adopt a structured, methodical approach to recovering those efficiencies. Process
mapping records how a purchasing process is currently undertaken and highlights the inefficiencies
in the process. The map can then be used to help redesign the process using GPC Visa. By making
a visual representation of a purchasing process and highlighting any inefficiencies, staff can be
clear about what needs to change and about how much time can really be saved by using GPC Visa.
Mapping the process also isolates the most inefficient steps in a process and will help managers to
understand the scope and to prepare for a change management project.
Process mapping is appropriate to all GPC Visa customers, including those with existing schemes.
New suppliers, new systems and new procedures can all provide opportunities for greater efficiency.
Process mapping allows GPC Visa users both to compile data on their purchasing processes in a
manner that identifies opportunities for streamlining processes and to assess the likely savings from
the new process.
How to get started
In all but the smallest organisations, there will be a number of ways to make a purchase, and there-
fore the process to conduct a cash purchase will be different from the process to purchase a laptop.
As well as organisation-wide procedures, such as the need for quotes once a purchase reaches a
certain value, individual departments will have their own very specific purchasing procedures. Whilst
it is possible to get a broad view of how purchasing might work from a corporate perspective, in order
to get a detailed understanding of the steps in a process it is necessary to work directly with those
staff in departments who are responsible for completing the work.
Working by department, staff will be able to trace the flow of purchasing information through the
department, through to reconciliation and payment in the finance department, recording each step
in the process. For example, a cash purchase will usually require a staff member to document the
request for cash and to complete an expenses form, both of which will need to be approved by
another member of staff before the cash can be released. Therefore, this process requires at least
five steps before the buyer even visits the supplier. Whatever the form of purchase, each of the steps
required to complete a purchase in the department should be documented and drafted into a flow
diagram. As well as recording each step, it is important to make a note of some additional information
for each step: the more information that can be recovered, the easier it will be to identify the steps that
need to be streamlined using GPC Visa. The data to gather could include the following:
— The nature of the work undertaken (e.g. handwrite a requisition using an order pad)
— The time taken to complete each step
— Whether the step uses paper or electronic data
— The department within which the work is undertaken
By mapping out the steps in a graphical way (see overleaf) it is possible to identify how data moves
through the organisation as the process progresses, thus making it easier to identify common block-
ages or under-resourcing as well as unnecessary and inefficient steps in a process.
Identifying the inefficiencies
To identify whether a process is truly inefficient, it is important to know not just whether the process
can be improved but also how often the process is undertaken, as a minor inefficiency in a frequently
repeated task is more likely to generate savings than a major inefficiency in an infrequent task.
Therefore, it will be necessary to identify the likely volumes for each process.
Once the key information about the purchasing processes has been documented, it is possible to
use the time and frequency data to assess how efficient a process is. By using average valuations
for staff time, it is also possible to evaluate the cost of each process. This information can be used
to isolate the most inefficient processes and the most inefficient steps within those processes.
These are the processes and steps that the organisation must focus on to make efficiency gains.
Once these inefficiencies have been identified, it will be possible to investigate how these processes
and steps can be streamlined using GPC Visa.
60 Process map for
a paper based
transaction 32 Process map for a
GPC Visa transaction
undertaken by a

MINUTES MINUTES
undertaken by a tradesman working
tradesman working in a building services
in a building services department
department

01 09 09 17 22 01 09 09 17 17
9 8 9 9

Receive details of work to be Travel to the site Assess the problem and Travel to the authority Complete order form Receive details of work Travel to the site Assess the problem and Travel to the supplier Complete the work
completed record any requirements to in triplicate to be completed record any requirements to
complete the job complete the job

Time: 1 Time: 8 Time: 0 Time: 8 Time: 5 Time: 1 minute Time: 8 min utes Time: 0 minutes Time: 8 minutes Time: 0 minute
Format: Paper Format: — Format: Paper Format: — Format: Paper Format: Paper Format: — Format: Paper Format: — Format: —

37 35 34 26 24 32 30 22 22 18
9 9

Make purchase on account Give the supplier the second Travel to the supplier File one copy of the order Approve the order form Complete transaction Travel to the authority Travel to the site Make purchase using Give the supplier the
copy of the order form form log online GPC Visa second copy of the job
requirements form

Time: 2 Time: 1 Time: 8 Time: 2 Time: 2 Time: 2 minutes Time: 8 minutes Time: 0 minutes Time: 4 minutes Time: 1 minute
Format: — Format: Paper Format: — Format: Paper Format: Paper Format: Manual electronic Format: — Format: — Format: Automatic Format: Paper

45 45 53 54 55 32
9

Travel to the site Complete the work Travel to the authority Attach the receipt for the Send the receipt and
purchase to the third copy of order form to the finance
the order form department

Time: 8 Time: 0 Time: 8 Time:1 Time: 1

Format: — Format: — Format: — Format: Paper Format: Paper Total time (minutes)

60 60 59 58 56
9

Payment made via BACS Payment approved Payment information keyed Invoice matched with order Finance receives the
into the finance system and receipt supplier’s invoice

Time: 0 Time: 1 Time: 1 Time: 2 Time: 1

Format: Automatic Format: Manual electronic Format: Manual electronic Format: Paper Format: Paper

60
Total time (minutes)

9
The timings for the
assessment of work and the
completion have been given
a null value, as they will not be
affected by the purchasing
process used.
Good Practice:
Process Mapping
Using the map to design the new process
Redesigning a process is a simple matter of investigating how a purchase might be completed using
GPC Visa. Therefore, in the case of the cash transaction that required five steps before the staff £109 MILLION
OF EFFICIENCY
member could visit the supplier, when this transaction is redesigned, then all of these preparatory
steps can be eliminated, because a GPC Visa cardholder can visit the supplier directly.

28—29 The new process halves the number of steps for each purchase, and the time taken to complete

SAVINGS
the transaction is reduced by 53%. If this process is being completed by three staff members in
a department only six times a week, using GPC Visa can save the department over eleven hours per
staff member each month. Over a year the department will save 403 staff hours per annum. If each
of these staff has a total resourcing cost of £30,000 per annum, modernising will generate a time

IN 2006
saving valued at minimum of £8,396. Given that this estimate takes no account of the additional
savings such as reduced petrol consumption, error reductions or time saved in accounts payable, it is
easy to see that GPC Visa can create significant value for an organisation.

GPC Visa is a flexible tool that can be used in a number of ways and is not reliant on point of sale
transactions, where a cardholder visits a supplier. Online transactions, lodge cards and telephone
transactions can all be used. When redesigning a process, it is important to take an open-minded,
problem solving approach that uses the full range of functions available to GPC Visa users.

£108,600,464 of
savings calculated
using the National
Audit Office (NAO)
approved figure of
£28 per transaction
Glossary Benchmarking
Benchmarking is the process of assessing your current position. Prior to changing processes, it is
good practice to qualify the current position. This not only encourages proper process analysis in
advance of making any change, but also provides a position with which to compare the new process
after change. The comparison between the “before” and “after” demonstrates how efficient the new
process is in comparison with the old process.
30—31
Benefits realisation
Benefits realisation describes the actions taken to identify where benefits should come from, assess-
ing whether benefits are being achieved and taking steps to ensure that cashable and non-cashable
benefits are achieved.
Business case
A business case is used to obtain management commitment and approval for investment in busi-
ness change. The business case provides a framework for planning and management of this change
and ongoing identification of risks. The viability of any project will be judged on the contents of the
business case.
Commitment accounting
Commitment accounting means running accounts in a way that makes it possible to see how much
money has been committed against the budget, as well as how much of it has actually been spent.
Corporate contract
A corporate contract is a formal agreement with a supplier that is used by all departments and serv-
ices in the organisation for the purchase of particular goods or services.
e-marketplace
An e-marketplace is a procurement solution that enables buyers from different organisations to
access online catalogues of approved suppliers and view the goods and services available to them.
Embedded card
The embedded card functions in a similar way to a physical card, except that the account details are
stored electronically and so there is no need for the physical card. These are also known as virtual
cards or lodge cards.
Framework agreement
A framework agreement is a general term for agreements with providers that sets out terms and con-
ditions under which specific purchases (call-offs) can be made throughout the term of the agreement.
Full-time equivalent (FTE)
Full-time equivalent is a term used to describe the amount of work (usually measured in hours) that
a full-time staff member undertakes. The term is used to quantify the amount of work required for a
particular task, process or position. For example, if a task is deemed to require two FTEs to complete,
this means that the completion of the task will require the equivalent of two members of staff working
full time on it for the duration of the task.
Issuing bank
This is the bank that provides an organisation’s GPC Visa scheme. The GPC Visa-issuing banks are
listed in the contacts section, on page 33.
Level 1 data
Standard transaction data which does not include descriptive details of goods or services purchased,
tax information or references. Data provided for each transaction includes cardholder details, supplier
name, date and total transaction value.
Level 2 data
See ‘Summary Tax Data’.
Level 3 data
See ‘Line Item Detail Data’.
Line item detail (LID) data
Enhanced transaction data that includes descriptive details of each good or service purchased in a
transaction. LID data includes defined tax infomation that can be used as VAT evidence and a cus-
tomer defined reference. LID data also defines goods or services by means of commodity codes.
Lodge cards
See “Embedded cards”.
Glossary Maverick spend
Maverick spend refers to any transactions undertaken without authority or with unapproved suppli-
ers. A supplier may be unapproved because the goods or services they provide are already covered
by a corporate contract with another supplier and can usually be bought at a lower price. Alternatively,
it may be because the supplier cannot meet certain criteria that the organisation specifies for all its
suppliers to meet, e.g. environmental policy.
Management information software (MIS)
Management information software (e.g. GPC eSolutions) provides tools that allow GPC Visa users
to work with the transaction data provided by the bank as part of their scheme. MIS software will
usually include basic reporting tools that allow GPC Visa users to investigate the bank data, such
as the transaction frequency on each supplier. MIS tools can also be used to facilitate the upload of
the electronic bank data file into an organisation’s financial management system. The software also
enables a user to easily analyse the data through the use of reports.
Process efficiencies
A process efficiency is achieved as a direct result of changing a process. The efficiency may, for
example, be a saving of resource due to automation of a process.
Process mapping
Process mapping involves identifying and analysing all the separate tasks that combine to complete
one process. Through mapping the individual tasks, it is possible to identify how processes can be
made more efficient. (See page 24)
Purchase to pay process
The complete process required to make a purchase from identifying need through to paying the sup-
plier and logging that payment in the finance system.
Reconciliation
Reconciliation is the act of matching the electronic data received from the bank with the organisa-
tion’s financial system.
Summary tax data
Enhanced transaction data that includes information that can be used as VAT evidence in some
circumstances. Summary tax data includes, limited information on the goods or services purchased;
defined tax information on the purchase and a customer defined reference. Summary tax data also
defines goods or services by means of commodity codes.
Supplier
The organisation from which goods or services are purchased.
Supplier adoption
Supplier adoption refers to any activity that encourages a supplier to transact with the organisation
in the way that the organisation wishes to transact. In the case of GPC Visa, this covers activities as
varied as informing an already capable supplier that they will now be paid by Visa to helping a supplier
become able to accept Visa.
Supplier categories
A supplier category applies to a particular group of goods or services. Categorising goods and serv-
ices enables transactions to be sorted according to type of purchase. Each supplier who becomes a
Visa acceptance supplier is able to categorise their business according to a given supplier category.
GPC Visa cards can also be restricted so that certain categories of goods or service cannot be pur-
chased by that card. For a breakdown of the spend in each supplier category, see page 13.
£376 MILLION Contacts Barclaycard Business
Dept. CJ
1234 Pavilion Drive
Ulster Bank Limited
Ulster Bank–Commercial Cards
11–16 Donegall Square East

CUMULATIVE
Northampton Belfast
NN4 7SG BT1 5UB

Contact: Terry Noble Contact: David Holmes

SAVINGS
01604 254 661 0845 3660666
terry.noble@barclaycard.co.uk david.holmes@ulsterbank.com

The Co-Operative Bank PLC OGCbuying.solutions

SINCE 1997
P.O. Box 101 5th Floor
1 Balloon Street Royal Liver Building
Manchester Pier Head
M60 4EP Liverpool
L3 1PE
Contact: Steve McMylor
07710 865 239 Contact: Customer Services
steve.mcmylor@co-operativebank.co.uk 0845 410 2222
www.ogcbuyingsolutions.gov.uk
Lloyds TSB Bank PLC
Great Surrey House Visa Europe
203 Blackfriars Road Government Services Team
London Visa Commercial
SE1 8NH PO Box 39662
London
Contact: Chris Townend W2 6WH
07725 425 678
chris.townend@lloydstsb.co.uk Contact: David Harrison
020 7795 5085
NatWest harrisond@visa.com
Commercial Cards
7th Floor Contact: Jonny Holden
2 1⁄2 Devonshire Street 020 7297 1050
London holdenj@visa.com
EC2M 4BA

£376m
General Enquiries
Contact: Steve Pratt gpc@visa.com
07770 736 630
steve.p.pratt@rbs.co.uk Ticon UK Limited
146 Strand
Royal Bank of Scotland Group London
Commercial Cards WC2R 1JD
7th Floor
2 1⁄2 Devonshire Street Contact: Ian Makgill
London 020 7836 1999
EC2M 4BA ian.makgill@ticon.uk.com

Contact: Steve Pratt

07770 736 630
steve.p.pratt@rbs.co.uk

The data used to compile this

report was provided by various
departments and banks and has
not been audited by Ticon. Ticon
UK Ltd accepts no responsibility
for the accuracy of this data.
This report has been printed
on paper produced from
sustainable, managed forests.
This report was written and
produced by Ticon UK Limited.
www.ticon.uk.com
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