Our priorities are:
- Providing an excellent public service - Putting victims at the heart of what we do, preventing harm, delivering a high-quality service, engaging with communities and making our partnership with Derbyshire Fire and Rescue Service the best in the country
- Looking after our people - Being an inclusive employer of choice for everyone and caring for them in good times and bad.
- Using technology in all aspects of our work - We want to employ new and emerging technology to modernise our services, develop tools to analyse data intelligently so that we can make better decisions, use drones to support everyday business, and provide Taser training to every frontline officer who wants it.
As a major employer in Derbyshire, we play a significant role with our statutory partners, in improving people’s lives, strengthening communities and protecting the vulnerable.
This means ensuring that slavery, servitude, forced labour and human trafficking is not tolerated in our operations or those of our suppliers and is a responsibility we take very seriously.
There are more than 3,700 staff comprising of police officers, police staff, PCSOs and special constables in Derbyshire, governed by the management board, which is chaired by the Chief Constable Rachel Swann. We provide policing services to the public of Derbyshire, which is our core location of business. In addition, we also service members of the East Midlands and national community through collaborative police services, particularly in the specialist work of organised crime.
The workforce in our operations are predominantly permanently employed staff. We also have a team of dedicated volunteers and Special Constables who support our officers. Our ambition is to not have any agency staff at all, however, due to the nature of some specialist positions we do use a minimal amount of staff from one dedicated agency.
Some of the HR function (recruitment work) is split between different constabularies via the shared HR centre at Leicester. Derbyshire does conduct some recruitment “in house”. The Derbyshire team governs policy and procedure but outsources to a recruitment centre where the vetting procedure is carried out in the same way. All staff, irrespective of role and including volunteers are vetted to nationally recognised standards, as a consequence, the risk of modern slavery within the workforce is low.
Most roles are of a professional and qualified nature such a police officers, support staff, lab technicians or accountancy staff. They cover police officer and police staff recruitment, laboratory technicians, accountants, investigators - skilled staff who traditionally are less likely to have been exploited.
We procure more than £30 million of goods and services from approximately 2500 suppliers (The suppliers have been mapped to Tier 1 and categorised on spend (top 250).) A formal review of the top 250 suppliers has been completed by means of the standard Home Office questionnaire, which does have questions about modern slavery.
In addition, there are a set of terms and conditions which reinforce how suppliers should behave. We do not feel confident that we fully understand the extent of the supply chain beyond our Tier 1 suppliers, including countries, regions and operating models of companies supplying Tier 1.
We procure a range of goods and services that traditionally have a higher risk of exploitation such as; construction, clothing, food, facilities management, property maintenance, and laundry alongside information services (IT systems), fleet equipment and office requirements which have higher risks further along the supply chain in Tiers 2, 3 and beyond.
We acknowledge that we have influence over the way in which our suppliers manage the supply chain and this will form part of our action plan. One of the reasons that we have conducted recent analysis of our overall modern slavery strategy was to identify areas for improvement. Procurement and a responsible sourcing programme will be a priority piece of our modern slavery action plan.
We have very structured working relationships with staff associations within our own workforce, and due to enhanced anti-corruption procedures, known as Bad Apple, the statutory requirements of safeguarding and Section 52 of the Modern Slavery Act (designated reporting authority), we feel confident that our own staff have a facility for appropriate reporting and “whistle-blowing” in the event of any labour abuses.
We do not have exposure of the policies, procedures and access to trade unions, worker organisations or remediation along our supply chain and this too will form part of our continuous improvement plan. The executive team comprises of the Chief Constable, Deputy Chief Constable, two Assistant Chief Constables and the Director of Finance and Business Services.
The Chief Constable is the signing officer for the modern slavery statement and has allocated ACC Kem Mehmet as the executive lead for modern slavery and the responsible officer for the modern slavery statement. This statement has also been agreed by the board.
The Policing Plan is agreed by the Police and Crime Commissioner, Hardyal Dhindsa and delivered by the Chief Constable. You can read more on the PCC website.