EPISODICICCE

Buyers & Framework Operators

The ICCE intention is to change temporary-workforce supply-chain governance from a fragmented, retrospective process built around supplier declarations, periodic audit and downstream assurance into a provable source of operating truth, formed from evidence of the actual activity taking place inside labour supply lines.

What ICCE provides

Modern procurement requirements mean buyers and framework operators must be able to determine what is actually occurring beneath the requirements they establish. Employment treatment, worker outcomes, tax treatment, responsible procurement, social value and supply-chain standards cannot be governed effectively where assurance depends primarily on what suppliers later declare, aggregate or reconstruct. This is consistent with the supply-line research finding that increasingly important upper-chain requirements depend on worker-linked, route-specific transactional evidence.

ICCE exists to connect those upper-chain requirements to attributable evidence created through the labour activity itself. Participating organisations, workers, employment, payroll, payment, project attribution and relevant outcomes can remain connected to the supply lines through which delivery occurs.

The result is a transition from supplier assurance to operating evidence: requirements can be tested against actual delivery, exceptions can be identified against the activity that created them, and programme-level outcomes can retain a traceable route back to their evidential basis.

Fully understand chains
Line item level detail
Map outcomes to projects

How this is achieved

The ICCE system delivers this change by moving supply-chain governance closer to the transaction itself. Project context, participating organisations, worker activity, employment, payroll, payment and resulting evidence remain connected as delivery takes place, giving upper-chain requirements a route into the actual operating activity beneath them rather than leaving assurance to begin after the event.

ICCE Frameworks

ICCE Frameworks create mapped, project-coded environments for authorised labour activity, keeping agencies, engagements and resulting outcomes connected to the programme, project, package, site or supply line they support.

This gives buyers and framework operators a structured view of where labour activity belongs and prevents project context from being lost as delivery passes through multiple organisations.

ICCE Transaction Core

ICCE Transaction Evidence forms the connected evidential record as the engagement progresses.

Participant identity, work activity, employment, time, payroll, statutory treatment, payment outcomes, project context, system events and corrections remain joined at transaction level, replacing broad supplier declarations with evidence of what actually occurred.

ICCE Reporting & Intelligence

ICCE Reporting & Intelligence turns transaction evidence into permissioned programme, project, supplier, workforce and outcome views while preserving the connection back to the records beneath each result.

Aggregated governance therefore does not create a new version of events; it remains traceable to the underlying labour activity from which it was produced.

Together, these capabilities change the basis of workforce governance. The buyer no longer depends solely on requirements being passed down the chain and reported back upwards; ICCE creates an operating environment in which the chain itself produces the evidence needed to establish whether those requirements were actually delivered.

The Cubes above are the system capabilities most directly relevant to buyer and framework operator value creation within ICCE. For the complete architecture and full Cube set, view the ICCE System Architecture.

Evidence and outcomes

For buyers and framework operators, the value of ICCE becomes tangible in the evidence produced through delivery. Project context, participating organisations, worker activity, employment, payroll, payment and resulting outcomes remain connected to the same underlying transactions, creating evidence that supports three governance outcomes: fully understanding labour supply chains, examining activity at line-item level and mapping workforce outcomes back to the projects in which they were created.

Fully understand chains

The record identifies the organisations, workers and engagements involved and preserves how each sits within the relevant programme, project, package, site and supply route.

Buyers and framework operators can therefore follow labour activity through the chain itself, understanding who participated, where the work belongs and how the resulting employment, payroll and payment outcomes relate to that route.

buyer_context project_reference work_package agency_context engagement_reference worker_reference location_context supply_line

Line item level detail

Individual engagement, employment, payroll, tax, payment and exception records remain distinguishable within the transaction rather than disappearing inside supplier-level summaries.

Buyers and framework operators can move from an aggregated programme view into the line-item evidence beneath it, examining the specific worker, engagement, treatment or correction supporting a reported position.

employment_route worker_acceptance employment_record gross_pay PAYE national_insurance net_pay exception_record

Map outcomes to projects

Social-value, responsible-procurement and worker outcomes can remain attributable to the project, package, locality and supply context in which they were delivered.

Programme reporting can therefore show not only the outcome achieved, but where it was created and which underlying worker-linked activity supports its attribution to a specific project or delivery environment.

social_value_measure worker_outcome project_attribution locality_context baseline_reference evidence_status supply_line project_reference

The outcome is the change established at the beginning of the page: supplier assurance becomes operating evidence. Buyers and framework operators can understand the labour chain as it operates, examine the line-item records beneath reported positions and map programme outcomes back to the projects and activity that created them.

Buyer & framework operator participation

Buyers and framework operators use ICCE through a desktop governance workspace covering programmes, projects, authorised supply routes and workforce reporting. A buyer may operate this environment directly or delegate day-to-day administration to a framework operator, while retaining control over the requirements, outcomes and reporting priorities that apply.

Their role is principally governance rather than workforce administration: establish the operating context, authorise participation, oversee delivery and use the evidence produced through it. ICCE provides the controlled transaction environment beneath those activities so upper-chain oversight remains connected to what is actually happening in the labour supply line.

Users establish the relevant programme and project context, connect authorised organisations to the areas in which they operate and, where an ICCE Framework route is used, administer its participating supply environment.

Once delivery begins, they monitor workforce activity, exceptions, employment and payment outcomes, and move between programme-level reporting and the supporting project, supplier or transaction evidence.

Access to ICCE

ICCE is opening controlled early access to funders, insurers, liquidity participants and other capital and risk partners ahead of general release. Early-access participants can gain a first-hand view of the relevant ICCE environment, understand how governed information, portfolio reporting, monitoring and evidence may support capital and risk decisions, and explore the participation, integration and data requirements that could apply to their organisation.

ICCE intends to launch with a select group of partners aligned with stronger tax compliance, better employment outcomes and more responsible temporary-labour markets. Early access provides an opportunity to understand the system before wider release, review the information and evidence available to relevant financial and risk participants, and explore future commercial, technical or strategic participation. Interested partners are encouraged to register through the Stakeholder Access form.

Eleanor Shaw · CivicWorks Framework director · BUY-0007
Buyer portfolio

Good morning, Eleanor

Hover to inspect
Active Frameworks
6 100% live · 31 lots
Mapped supply lines
47 +5 this quarter
Total engagements
4,087 +12.4% year on year
Total spend
£60.55m 82.9% of £73m plan
Commercial

Total spend

£60.55mconfirmed
Outcomes

Social value

0%104% of target
Local employment68%
Apprenticeship starts214
Good-jobs standard93%
Governance

Responsible procurement

94.8 Strong position128 of 132 suppliers verified
Prompt payment97%
Ethical sourcing96%
SME participation38%
Portfolio matrix

Framework and supply-line performance

Aggregated commercial and outcome position · updated 08:42

Framework Mapped supply lines Spend Engagements Compliance Social value Procurement Position
National Infrastructure DeliveryFRM-1001 · 8 lots Civils NorthStructures+10 £18.42m 1,248 97% 92% 96% Assured
Regional Retrofit ProgrammeFRM-1014 · 5 lots Housing EastPublic Estate+7 £11.86m 842 94% 89% 93% On plan
Strategic Rail WorkforceFRM-1022 · 4 lots TrackSystems+5 £9.74m 619 98% 96% 98% Assured
Civic Estates FrameworkFRM-1038 · 4 lots FM ServicesCapital Works+4 £6.28m 441 92% 87% 91% Monitored
Clean Energy WorksFRM-1041 · 6 lots SolarGrid+6 £8.91m 574 96% 94% 95% Assured
Urban Regeneration AllianceFRM-1050 · 4 lots Public RealmMixed Use+3 £5.34m 363 95% 90% 94% On plan
Portfolio total 47 mapped supply lines £60.55m 4,087 95.7% 91.6% 94.8% Current
Scores are engagement-weighted and supported by attributable transaction evidence. 6 Frameworks · 47 supply lines

Stakeholder Early Access

Stakeholder Access is for organisations that want to understand ICCE more closely before general release. It provides a controlled route to see the current product direction, understand the stakeholder experience relevant to their role and explore what practical participation could look like in their own operating environment.

Stakeholder access