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Delivering sustainable value for clients

We create value for our clients by making processes smarter, organisations more efficient and customer experiences better. We do this by using smart technology and the skills and expertise of our people.

We strive to listen and respond to what our clients tell us, understanding their changing needs and working with them to ensure we meet their expectations. In collaboration with our clients, we tackle issues of importance to them supporting delivery of their corporate responsibility agendas. 


The challenges


Technological breakthroughs

A 2016 study found 77% of chief executives believe that technology advances will transform their business over the next 5 years[1]


Social Value Act 2013

90% of councils know about the Act and of those that are making full use of its potential are reporting 20-50% added value to their contracts.[3]


Vulnerable customers

A study by Bristol University found that, on average, each year there are 432 disclosures of mental health, physical illness or recent bereavement made to a member of a customer service team[4].


How we address these challenges

Digital innovation

We are at the forefront of the digital revolution unlocking value for our clients through digital transformation, data analytics, and automation. Alongside this, we also understand that the rise of digital can make some products and services less accessible to people. That is why in many of our business units we support customers to get online through volunteering. Through the West Sussex Partnership, we have delivered ‘Digital Tea Parties’ – afternoon workshops for the elderly teaching them how to use a computer. In 2017, 6 of our employees supported c.100 attendees. Previously, we have supported a scheme to help migrant women in Tower Hamlets learn how to use the internet. We ran computer skills workshops teaching attendees how to set up an email account, sent emails and apply for jobs online. Volunteers from our London head office run monthly 1:1 mentoring sessions with the homeless.

Delivering sustainable value for our clients

Where we can, we look to work collaboratively with our clients, tackling local socio-economic issues and delivering long-term value to their communities. Alongside our initial Revenues and Benefits 10-year contract with the London Borough of Lambeth Council, we have set up a Community Development Trust committing to deliver resources and services to the value of £500,000 for the benefit of the local communities. In the first 5 years, we have already delivered a wider social value of £2.5m - £3.0m, placing 102 Lambeth residents in apprenticeships, supporting 45 young offenders break the cycle of reoffending, delivering educational sessions to c.180 students on how to steer clear of crime and violence, supporting 43 young entrepreneurs to get their business ideas off the ground and raised the employability skills of 160 young people. In 2018, we will continue to share the skills of our people with young students, support young entrepreneurs and provide apprenticeship opportunities to address the priorities in the Lambeth community.

Through our 15-year partnership with North Tyneside Council we have been encouraging careers in science, technology, engineering and maths (STEM) to young people. We deliver a range of technical services to the Council including engineering, property, planning, building control and public protection and therefore our people have a wealth of knowledge when it comes to STEM subjects and career paths. We have supported the Engineering Education Scheme (EES) since 2013, a scheme which links companies with local schools giving students an insight into careers relating to STEM. We have invested £10,500 into the scheme (excludes staff volunteering time). We also work with the Engineering Development Trust and the Institution of Civil Engineers delivering their respective Go 4 Set and Bridges to Schools projects. Over 140 students from the borough have been given hands on civil engineering experience with some students choosing to study engineering or planning in further education.

As part of Regional Enterprise Ltd. (Re) - our innovative joint venture with London Borough of Barnet, we lead the delivery of the annual ‘Safe Drive, Stay Alive’ campaign which is funded by Transport for London (TfL) working in partnership with London Boroughs, London Ambulance NHS Trust, London Fire Brigade and the Metropolitan Police. The campaign aims to reduce road accidents with young people on Barnet’s roads.

To launch our annual campaign, in the autumn term we host a Safe Drive, Stay Alive event aimed at young people, who may be new drivers or about to learn to drive, designed to make the audience aware of the tragedy and suffering a road traffic collision can cause. Over the last 3-years the event has been attended by over 1,000 students from Barnet schools. The team also deliver a Road Safety Education Programme which includes a range of talks, training, campaigns and initiatives further raising awareness of how to stay safe on the road.

Urban Vision, a joint venture with Salford City Council, Capita and Galliford Try, tackles poverty, equality and unemployment through skills-based volunteering and community fundraising. In 2017, more than 370 hours of community volunteering was conducted with a variety of local organisations including Wood Street Mission, St. Ann’s Hospice and Salford Business Education Partnership. We are building our relationship with Salford City College and Salford University to support the upskilling of residents to meet demand for higher skill levels employment opportunities.

Our joint venture with Staffordshire County Council, Entrust is committed to making a difference to the lives of children and young people – both locally and nationally. Since the start of the contract, we have achieved the following:

  • School performance in Staffordshire has improved with 21% more pupils (25,000 pupils) attending Staffordshire schools judged good or outstanding since 2012.
  • In 2017 – 75% of Staffordshire children achieved a good level of development at the Early Years Foundation Stage – 4% higher than national average.
  • In summer 2017, 5,000 young people attended outdoor education centres through National Citizen Service.
  • We support people not in education, employment or training (NEET)
    • 100% of unemployed adults on our ‘CV writing and Job Search Skills’ course achieved a pass rate compared to 89% nationally

Vulnerable customers

As a business, we provide customer management services and solutions on behalf of many clients in different industries. Through our services, we touch the lives of millions of people. Many of these customers are in vulnerable circumstances and we have a commitment to ensure these customers are dealt with fairly, supportively, sensitively and well. Our Treatment of Vulnerable Customer’s Policy details this commitment and outlines the procedures that we have in place to support our agents to listen and respond to our customers appropriately.

We train our customer agents in dealing with people in vulnerable circumstances partnering with organisations like the Samaritans, Money Advice Trust, Step Change Debt Charity, MIND and our corporate charity partner, Alzheimer’s Society to provide face-to-face training.

There is undoubtedly more to do – more training, more thinking, more help – but we want to be at the forefront of this issue, using our experience to help clients put in place the best policies and approaches that fit their business models, their cultures and their own sense of fairness.

Matthew Vallance
Managing director, Capita Customer Management



Our commitments and metrics

We will support our clients to tackle socio-economic issues in their local communities.

In 5 years, we have delivered 2.5 - 3.0 million pounds of wider social value in the London borough of Lambeth.

We've supported over 100 people get online at digital tea parties through our West Sussex partnership.



Future plans

As our world changes politically, environmentally and socially, we will continue to work with our clients and communities to understand their socio-economic priorities, and develop our services ethically, responsibly and with respect for people and the environment. We will continue to explore how we can replicate our work across other local communities.


Related links




[1] 2016, 19th Annual Global CEO Survey,



[4] 2010 survey conducted by University of Bristol Personal Finance Research Centre which quizzed 1573 UK frontline and specialist debt collection staff on their practices and experiences when working with customers in a range of vulnerable situations.

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