Protecting our Communities
EMPOWERING TEAMS AND DRIVING EXCELLENCE
A Conversation with Helen Rees, Head of Procurement at Mid & West Wales Fire and Rescue Service
In the high-pressure world of emergency services, effective procurement is critical to ensuring operational continuity and delivering value to the community. In this interview, we speak with Helen Rees, Head of Procurement and Contracting at Mid & West Wales Fire and Rescue Service, who shares her inspiring career journey, leadership philosophy, and insights into building a high-performing procurement team. She discusses how her team’s dedication and skills have led to significant achievements in procurement excellence, the diverse skill set required for success in public sector procurement, and how they continue to adapt to meet the challenges of an ever-changing landscape.
Career Journey
Can you share your career journey and what led you to your current role as Head of Procurement and Contracting at Mid & West Wales Fire and Rescue Service?
I started my career in banking back in 1987 but left the industry when my daughter was born in 1991. I had planned to return after maternity leave, but when my daughter developed long-term health problems, I made the decision to leave the bank and focus on caring for her. I then worked for Tesco doing night shifts stacking shelves while my ex-husband stayed home with our daughter.
In 1998, after going through a difficult time in my personal life, I left my husband and moved to Carmarthen with my daughter. It meant that I had to start my life again as a single parent to a 7-year-old daughter with health problems, living in a one-bedroom house where we had to share a bunk bed due to the small size of the bedroom. At that point, I decided I needed to find a betterpaying job so I could afford a bigger house by the time my daughter started secondary school.
I decided to improve my computer skills before looking for a new job, so I went to college three days a week while still working nights. I was running on autopilot at that time, getting very little sleep but still making sure I was there for my daughter when I got home. After completing my studies and achieving City and Guilds qualifications in various aspects of computing, I felt confident enough to look for a better-paying role.
Within a few months, I had an interview for a Water Assistant role at Mid and West Wales Fire and Rescue Service and was lucky enough to be successful. In February 2001, I started the new role and, after just nine months, an opportunity to join the Stores department became available. This is where I had my first insight into procurement. At that time, Mid and West Wales Fire and Rescue Service did not have a dedicated procurement function, but some small elements of procurement were undertaken within the stores function.
After working in Stores for two years, my then line manager was tasked with setting up a procurement function, and I assisted. It was a difficult process as the organisation was not used to working with a dedicated procurement team, but we made steady progress. Now, we have a well-established, small but effective procurement team that achieves significant benefits for the organisation and the communities it serves.
During my time in the Fire Service, I was fortunate to receive support for my studies, ranging from
a Foundation Degree in Business Management to my professional qualification from the Chartered Institute of Procurement and Supply. Without that support, I’m sure I wouldn’t have reached this point in my career.
In 2017, after my line manager retired, I became Head of Procurement and Contracting. Since then, I’ve been able to put my own stamp on the procurement function, ensuring that what we do adds value to the emergency services we provide daily.
Although I fell into the procurement profession by accident, it turned out to be the best career move I ever made. I now work in a profession I’m passionate about, where no two days are the same, and I can help my organisation give back to our communities. I reached what I see as the pinnacle of my career in the summer of 2024 when I was awarded Fellowship status by the Chartered Institute of Procurement and Supply for my work within procurement in Wales and the UK. This is the highest accolade a procurement professional can achieve, and it was certainly the proudest moment of my career.
Procurement Role in Emergency Services
Procurement in emergency services presents unique challenges. Can you describe how procurement supports the mission of the Fire and Rescue Service and ensures resources are available when needed?
Procurement within an emergency service is a crucial function, as the operational effectiveness of the organisation depends on it. We are responsible for procuring contracts for everything the Fire Service needs to keep communities in Mid and West Wales safe. This includes fire appliances, firefighting personal protective equipment (PPE), smoke alarms, operational equipment, training, as well as construction works and facilities management services to ensure fire stations remain fit for purpose at all times.
Procurement for an emergency service presents its own unique challenges due to the nature of what the organisation does. For example, there are limited markets for some of the items we buy, such as fire appliances, firefighting PPE, and certain critical operational equipment. This means longer lead times for these items, requiring us to prepare well in advance to ensure availability when needed.
It’s not unusual to have a lead time of 9 months for PPE and 12-18 months for fire appliances. These lead times can be extended even further by external factors beyond our control. For instance, during COVID, we experienced shortages of various items and even longer lead times than expected. In some cases, we had to consider alternatives to the products we typically used. For example, FFP3 respirators, which our firefighters wore for wildland fires, became scarce as demand increased for COVID protection. As a result, we opted to switch to personal respirators, which had sufficient stock in the supply chain at the time.
We also discovered during COVID that numerous unscrupulous suppliers were selling non-conforming products. However, in Wales, we were fortunate that the Welsh Government set up a team to conduct conformance checks on products within the supply chain, giving us confidence that the products we were purchasing met the necessary standards.
We faced similar issues when the war between Russia and Ukraine began, which impacted us with longer lead times and shortages of certain products. However, we were fortunate to have established strong relationships with key suppliers who ensured continued supply. Maintaining excellent relationships with suppliers is essential for ensuring supply chain continuity during unexpected crises.
Sustainability in Procurement
How is Mid & West Wales Fire and Rescue Service incorporating sustainable practices into its procurement processes, particularly in sourcing and supply chain management?
Procurement can play a significant role in this area, as the majority of an organisation’s carbon footprint is generated by its procurement and supply chain activities.
We always include sustainability as a tender award criterion, asking suppliers to share their sustainable practices that can help reduce the carbon footprint of delivering the contract to us. We also request that suppliers collaborate with us to identify any scope 3 emissions generated as part of the contract. We understand that we cannot achieve this alone, and getting our suppliers on board is crucial in enabling us to reduce our carbon footprint.
There is certainly more work to be done, as many suppliers are not yet in a position to identify their Scope 3 emissions. As procurement professionals, it is our responsibility to work with them to improve the information they provide, ensuring it is as streamlined as possible for them.
Risk Management and Resilience
Emergency services often require robust contingency plans. How do you manage risks within procurement to ensure resilience and operational continuity in critical situations?
The key to managing risks within procurement is building strong relationships with key suppliers, taking a partnership approach rather than the traditional “them and us” mentality. This ensures a mutually beneficial relationship for both parties. Building trust is essential; when you have strong working relationships with your suppliers, they will ensure that you are supported during times of crisis.
Following the Covid pandemic, we updated all contracts within our Contract Register to include the country of manufacture. This ensures that we have this crucial information readily available should a crisis arise in any of the countries where our products are manufactured.
We also ensure that potential risks are fed into the Service’s central risk register at the earliest opportunity and have a Plan B in place should it be needed.
Supplier Relationships and Ethical Sourcing
How do you approach building strong supplier relationships, and what role does ethical sourcing play in the Fire and Rescue Service’s procurement strategy?
The main focus of my work as a procurement professional is to develop suppliers so they are able to bid for any tenders that we advertise. Larger national companies often have dedicated tendering teams, but smaller suppliers, often working alone, find it difficult to manage the administrative tasks alongside their day-to-day work. Therefore, it is important to ensure these suppliers have an equal opportunity to win tenders, and I work to remove any barriers, whether perceived or actual.
This involves significant pre-tender engagement with potential suppliers, linking them with tendering support available to them free of charge, such as through the Welsh Government-funded Business Wales programme. At these pre-tender engagement events, I also educate potential suppliers on the drivers behind our procurement strategy. Here in Wales, we are guided by the Wellbeing of Future Generations (Wales) Act 2015, the Social Partnership Duty, and the forthcoming Public Procurement and Social Partnership Act, along with our focus on Net Zero and Wellbeing Benefits. By explaining the reasoning behind our tender process, suppliers gain a better understanding of why we ask certain questions and how our strategy is designed.
Ethical sourcing is a key priority for us as an organisation, as we aim to ensure that all our suppliers provide fair working conditions for their employees. This means ensuring workers are fairly rewarded, heard, and represented within the workplace, where they feel secure and have the opportunity to progress in a healthy, inclusive environment where everyone’s rights are respected.
Digital Transformation in Procurement
What role does digital technology play in streamlining procurement and contracting at the Fire and Rescue Service, and are there any recent advancements that have impacted efficiency?
Digital technology has played a significant role in streamlining procurement and contracting within the Service, but there is still progress to be made to achieve full efficiency. We have been using Sell2Wales, provided by the Welsh Government, for all our tendering activities since it was implemented many years ago. This eliminated the manual tender register and the need for multiple people to open all tenders. We no longer accept paper tenders or those submitted by email, as Sell2Wales offers a secure, fully auditable electronic postbox. This system has eliminated the need to retain hard copies of tenders.
In 2007, we implemented the Purchase to Pay system, Agresso (now Unit4), which replaced the paper-based requisitioning system. This change had a huge impact, as it allowed end users to requisition goods, services, and works electronically for the first time. Electronic workflows were integrated into the system, providing a streamlined alternative to the previous manual process, resulting in quicker approvals, the generation of purchase orders, and real-time visibility of financial commitments.
In 2015, we digitised all procurement forms. Our department was the first within the Service to do this, which resulted in streamlined processes and an improved digital audit trail for all end users across the various departments.
We also established an electronic contract register many years ago, which has evolved to include additional fields such as country of manufacture, Welsh Language Act requirements, and risk management details. However, I believe this system has now reached its full potential. We are planning to explore the market in 2025 for a contract management system that will allow us to comply with the Procurement Act 2023 and Procurement Regulations 2024, while also future-proofing our procurement operations for any developments that may arise.
Cost Management and Efficiency
Public sector budgets are often tight. How do you balance cost management with quality and safety when procuring essential services and equipment?
While our budgets are tight, our procurement team works closely with budget managers to demonstrate that the cheapest product may not always be the best option. In most cases, we place greater emphasis on quality than cost because the adage “buy cheap, buy twice” has proven true over the years.
We educate our budget managers on the importance of procurement as a tool for adding value in key areas, such as wellbeing benefits and sustainability, rather than simply awarding tenders to the lowest-cost suppliers.
This approach has been highly effective in recent years. We recognise that significant savings have already been achieved, and further financial cuts are no longer feasible. Ultimately, we do not want to drive our suppliers into financial difficulties, especially considering the challenges they faced during the Covid pandemic. Instead, we collaborate with our suppliers to ensure that they help us provide benefits to both our organisation and the communities we serve, while also working to reduce the carbon footprint of service delivery.
This is especially critical as we work toward achieving the Welsh Government’s goal of zero carbon by 2030. It’s a considerable challenge, but we are committed to reaching this goal with the support of our key suppliers.
Challenges in Public Sector Procurement
What are the main challenges you face in public sector procurement for an emergency service, and how do you address these challenges?
The challenges in public sector procurement for an emergency service are similar to those faced across the wider public sector, although there are a few that are more specific to the emergency services sector.
Common challenges across the public sector include limited resources—both financial and human— bureaucratic procurement processes (which we hope will be streamlined with the implementation of the Procurement Act 2023 and the Procurement Regulations 2024 in February 2025), and the need to support local Small to Medium Enterprises (SMEs), Micro-businesses, and Voluntary, Community, and Social Enterprises (VCSEs) to develop their public sector tendering skills. Additionally, there is the ongoing challenge of attracting skilled professionals to public sector roles, given the higher wages offered outside the sector or across borders.
For emergency services specifically, we face the challenge of having a limited pool of suppliers for certain niche products, which results in most fire and rescue services relying on the same suppliers. This lack of competition drives up prices and creates a risk if these suppliers were to close, as we would struggle to find suitable replacements.
Future Procurement Trends in Emergency Services
What trends do you see shaping the future of procurement in the emergency services sector, and how is Mid & West Wales Fire and Rescue Service preparing to adapt?
Like many, I believe technology will play an even bigger role in the coming years. Mid & West Wales Fire and Rescue Service was an early adopter of a purchase-to-pay system, implementing Agresso (now Unit 4) in 2007, which was quite advanced at the time. However, there have been many digital developments and trends since then, and we need to keep pace with these changes.
I foresee AI becoming increasingly important in procurement, but as an emergency service, we must ensure that any AI we adopt in the future is accurate and reliable. In an emergency service, we cannot afford any inaccuracies, as they could negatively impact operational effectiveness and even cost lives.
We are open to change, but our priority is ensuring that any solution we implement is the right fit for our service. This means we will continue to engage with early adopters and learn from their experiences, both positive and negative.
Leadership and Team Development
As a leader in procurement, how do you encourage a high-performing team, and what qualities do you believe are essential for success in public sector procurement?
Personally, I believe that all leaders, whether in procurement or any other profession, should lead by example. It is important to treat your team as you would want to be treated yourself. Always be honest with team members and treat them with the respect and integrity they deserve.
With a small team of four, it is essential that my team members are able to perform to the best of their ability at all times. This is why I am keen on providing as much on-the-job training and professional development as possible, as well as coaching and mentoring to build their confidence and skills. I ensure they receive the necessary training not only to do their current job but also to help them advance within the organisation. This not only provides resilience to the Service but also motivates individuals within the team. I was very fortunate that the previous Head of Procurement did this for me, and that’s how I’ve managed to get to where I am today.
I am lucky to have a great team that shares my passion for the profession. Recently, we won the Highly Commended Award for Best Procurement Delivery at the Go Wales Procurement Excellence Awards for the second year running—no small achievement for such a small team! When you have a dedicated and motivated team, you can deliver above expectations and achieve great results.
To succeed in public sector procurement, you need a wide range of skills, including:
• Negotiation skills
• Commercial skills
• Empathy
• Resilience
• Patience
• Good communication
• Analytical skills
• Stakeholder management skills
• Project management skills
• Problem-solving skills
• Creativity
• Relationship management skills
• Presentation skills
• Ingenuity
• Contract and supplier management skills
• Facilitation skills
• Innovative mindset
• Financial management skills
Procurement truly is a profession where the skill set is diverse, and that’s why I love it so much!
Mid and West Wales Fire and Rescue Service (MAWWFRS) provides emergency response and safety services across nearly two-thirds of Wales. Covering diverse urban and rural areas, MAWWFRS focuses on fire prevention, public safety education, and environmental sustainability while collaborating with communities to enhance regional safety and resilience.
Helen Rees Head of Procurement and Contracting