PSC LIVE: Sustainability – KeolisAmey Docklands Fireside
In an engaging fireside chat at Procurement & Supply Chain LIVE: Sustainability, Natalia Pickett, Head of Procurement and Ecosystem GTM & Strategy (EMEA) at KeolisAmey Docklands, discussed how sustainability has been woven into procurement strategy – not just as a compliance tickbox, but as a driving principle for value, partnerships and performance.
Natalia detailed how real-world challenges, small supplier inclusion and outcome-based thinking are reshaping supply chain practices across the UK’s light rail networks.
Moving procurement beyond process and paperwork
Natalia began with a striking analogy: “Compliance is like brushing your teeth: it’s good, but it’s not enough.”
She emphasised that sustainable procurement must move past rigid documentation and target-setting. At KeolisAmey Docklands – which operates Docklands Light Railway as well as Manchester Metrolink and Nottingham Trams – the procurement strategy has evolved to prioritise relationships and outcomes over procedures.
“You can follow every evaluation matrix and every document flow, but if there’s no chemistry between internal clients and suppliers, it won’t work,” she said. She likened procurement to a matchmaking service, with its success tied to fostering collaboration, not just enforcing terms.
Rather than enforce tightly prescriptive contracts, KeolisAmey Docklands now prefers output-based agreements.
A key example was the cleaning services contract: “Instead of telling them how many times to swipe the platform, we focus on outcomes – customer satisfaction and performance audits."
Small steps, scalable systems
Natalia acknowledged the reality of working in a traditionally conservative sector.
“Rail is a little bit backwards,” she admitted. The company uses IBM Maximo for asset management, but the procurement component lacked flexibility. In response, KeolisAmey Docklands partnered with a small supplier to build a lightweight, responsive procurement platform tailored to their needs.
“They’re a tiny team, but they built exactly what we wanted,” she said.
While she’s excited by the potential of AI and advanced tech, she remains pragmatic: “We’re not ready yet. These tools are brilliant, but unless you’re ready to use them properly, it’s just expensive shelfware.”
Instead, her focus is on building fit-for-purpose solutions that staff can engage with today.
Sustainability is embedded at every stage of procurement, from pre-qualification to post-contract review, but Natalia cautioned against tokenism: “You can tick a box that says you’re sustainable – but that’s not enough. We want to know how you’re doing things better.”
On-site audits remain key, with Natalia underscoring that face-to-face supplier engagement is still essential, particularly with smaller businesses: “I’m old school; I want to see how it actually works."
Empowering people and growing supplier capacity
Natalia’s approach to supplier relationships combines support and standards. For smaller vendors struggling with compliance, she says: “We’re here to help. We guide them through systems, even help them secure certifications where we can.”
However, when larger suppliers refuse to adapt, the outcome is simple: “We say goodbye.”
One standout example came from the rail parts sector. When a key supplier’s contract came under threat due to component failures, Natalia opened up the process and brought in a small UK manufacturer with no rail experience. They won the tender.
“I was petrified,” she admitted, but with due diligence and support, the new supplier delivered. “We saved money, introduced innovation and supported UK manufacturing. I’m very proud of that.”
Internally, culture is everything.
“You can’t enforce culture. It has to be a journey,” Natalia continued. Whether it’s encouraging change among long-serving staff or getting procurement teams to look beyond cost and timelines, Natalia favours conversation over command.
“Start small. If tomorrow is better than today, that’s progress.”
At KeolisAmey Docklands, sustainability isn’t left to the ESG team – it’s part of everyday procurement thinking.
She holds supplier conferences to foster dialogue and co-create ideas. And she continues to champion inclusivity: “70% of UK workers are in SMEs. We need them in the supply chain.”
Realism, flexibility and long-term thinking
Natalia also addressed the challenges of embedding sustainability into day-to-day procurement. In fast-paced environments where safety and cost dominate, sustainability can slip. Her approach: build it into documents, ask the right questions and apply pressure gently but consistently.
Audience questions prompted discussion on data, incentives and KPIs. She acknowledged the current lack of harmony across categories, noting that sustainability targets are tailored depending on supplier type – from modern slavery checks for engineering contractors to chemical usage in cleaning suppliers.
While KeolisAmey Docklands hasn’t yet adopted blanket ESG-linked bonus structures, Natalia recognises their potential.
“Right now, we’re doing what fits each supplier. But we may evolve that into more formal metrics,” she says.
Her closing message to fellow procurement professionals: don’t wait for perfection.
“Not every supplier will be ready, but help them get better," she concluded. "If you try to change everything at once, you’ll get nowhere. But if you change one thing at a time, you’ll be surprised how far you go."
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