VERTERGI GROUP LTD

Safeguarding

Cloud-based workflow, The safeguarding platform enables end-to-end management of the safeguarding process and enables interactions between differnt organisations ensuring effcetive cross communication and risk management

Features

• Configurable workflows supporting CHC referral, assessment, review and commissioning
• Case management with tasks, alerts, notes and document attachments
• Invoice validation and financial assurance against agreed care delivery
• Provider and service delivery management with rota and activity tracking
• Role-based access controls and user permissions
• Full audit trail of all user actions and changes
• Reporting dashboards and exportable management information
• API integration with external clinical, operational and finance systems
• Configurable digital forms, rules and pathway templates
• Secure duel uk cloud-hosted SaaS with supplier-managed updates and availability

Benefits

• Reduce administrative effort by automating workflows and approvals
• Improve decision consistency through standardised pathway rules
• Quickly validate invoices against agreed care delivery
• Increase operational throughput by reducing manual data entry
• Strengthen governance with clear, auditable decision trails
• Improve financial control through automated checks and approvals
• Enable faster onboarding of users, providers, services including data migration
• Provide real-time visibility of cases, activity and performance
• Support safer working with role-based access controls and 2MFA
• Adapt quickly to changing requirements through configurable workflows

• Free trial available

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at info@carebanking.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

139472087990939

Contact

Sales
0203 633 1766
info@carebanking.co.uk

About the service

• Service categories:
  • Applications
    • Production and operations
      • Service industry and public sector operations
        • Healthcare
        • Social Security Administration
        • Adult Social Care
        • Children's Social Care
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: The Care Banking Platform, this service includes the platform and is comprised of a range of additional modules ontop of the platform, this means the service can be expanded in the future eg to include childrens, or other areas or pathways
• Cloud deployment model: Private cloud
• Service constraints: The service requires reliable internet connectivity for users.; ; Integration with external systems depends on the availability, quality and specifications of those systems and agreed testing cycles.; ; Configuration changes to workflows, rules or forms are managed through agreed change control to protect service stability and data integrity.; ; The service operates within agreed information governance, security and acceptable use policies.; ; Service availability and performance are subject to planned maintenance windows, which are communicated in advance.
• System requirements:
  • Modern web browser such as Chrome, Edge, Safari or Firefox
  • Reliable internet connection for all service users
  • Standard desktop or laptop device capable of running web browsers
  • Managed user devices compliant with security policies
  • Up-to-date operating system supported by browser manufacturer
  • Secure network access allowing outbound HTTPS connections
  • Email access for notifications and password management
  • PDF viewing software for viewing exported documents
  • Spreadsheet software for opening exported reports and data
  • Authorised access to API

User support

• Email or online ticketing support: Yes
• Support response times: All support requests submitted by email or via the online portal are automatically logged, assigned a unique ticket reference, and prioritised according to impact and urgency. Users can view ticket status, update priorities, and track progress in real time through the portal.; ; Our in-house support team operates 7 days a week, with core support hours 09:00–17:00 UK time, Monday to Friday. Out-of-hours and weekend support is available for critical incidents via an on-call service.; ; Priority:; ; Priority1(Critical): response 15minutes; ; Priority2(Urgent): response 30minutes; ; Priority3(Routine): response 4hours; ; Priority4(Non-urgent): response within 4 hours; ; Priority(5): response 4hours; ; Our average initial response time is under 5minutes.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: Yes, at an extra cost
• Web chat support availability: 24 hours, 7 days a week
• AI chatbot: Yes
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: Care Banking has carried out practical web chat testing with users who rely on assistive technologies to access digital services, including individuals with severe physical disabilities. Testing included users who interact with systems using alternative input methods such as keyboard-only navigation, screen readers, voice-to-text software, eye-tracking tools, and head-movement controls.; ; The testing focused on ensuring the web chat service could be used without a mouse, that content was correctly interpreted by screen readers, and that focus indicators, navigation order, and response interactions were clear and usable for assistive technology users. Feedback was gathered directly from participants on usability, response clarity, and ease of interaction with support agents.; ; As a result of this testing, improvements were made including clearer keyboard focus handling, simplified interaction flows, larger on-screen controls, improved compatibility with assistive technologies, and adjustments to agent response practices to support low-interaction communication.; ; Accessibility testing is repeated following significant changes to the web chat interface and forms part of our ongoing accessibility and usability review process, ensuring continued compliance with WCAG 2.2 AA and EN 301 549 standards.
• Onsite support: Yes
• Support levels: All customers receive standard support as part of the core service, including access to email, telephone, and online ticketing support during 09:00–17:00 UK time, Monday to Friday. Incidents are prioritised (Priority 1–5) with defined response times, supported by ongoing service monitoring and SLA reporting.; ; We also offer enhanced support options for customers with higher service dependency, including out-of-hours support for critical incidents, priority escalation to senior engineers, and proactive operational support. Enhanced support arrangements are tailored to customer requirements.; ; Cost of support levels; ; Standard support is included within the annual licence cost; ; Enhanced or extended support services (such as out-of-hours cover or priority escalation) are available at additional cost, agreed at call-off or through contract variation; ; Technical account management; Each customer is assigned a named Senior Account Manager who acts as the primary point of contact and oversees service performance, issue resolution, and service reviews. The Account Manager is supported by cloud support engineers who handle technical incidents, escalations, and complex platform issues, ensuring continuity and effective resolution.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Care Banking supports users to start using the service through a structured onboarding and training approach designed to minimise disruption and ensure rapid adoption.; ; Following contract award, a dedicated Implementation Manager is assigned to coordinate onboarding and act as the primary point of contact. An agreed implementation plan is developed, covering configuration, data migration (where required), user setup, and training.; ; We provide a combination of onsite and online training, depending on customer preference. Training is role-based and tailored to different user groups such as clinical staff, finance teams, administrators, and managers. Remote training is typically delivered via online sessions, while onsite training can be provided where appropriate.; ; Users are supported with comprehensive documentation, including user guides, process walkthroughs, and role-specific materials. Online resources and help content are also available to support self-service learning.; ; During go-live, enhanced support is provided to ensure users are confident using the system. Post go-live support continues through regular check-ins, refresher training sessions if required, and access to the helpdesk and account management team, ensuring users are fully supported throughout adoption.
• Service documentation: Yes
• Documentation formats: PDF
• Documentation accessibility standard: WCAG 2.2 AA
• End-of-contract data extraction: At the end of the contract, Care Banking provides one complete data extract at no additional cost, delivered in the standard Care Banking offboarding format.; ; The offboarding extract includes agreed datasets such as operational records, case data, financial data, audit logs, and reference data, and is supplied in open, machine-readable formats (for example CSV or XML) suitable for archiving or migration to another system. The scope and timing of the extract are agreed with the customer in advance to ensure alignment with information governance and NHS data retention requirements.; ; The extract is delivered via secure, encrypted transfer methods. Additional data extracts, alternative formats, or bespoke technical support beyond the standard offboarding extract can be provided at additional cost, subject to agreement.; ; Once the end-of-contract extract has been confirmed as successfully delivered, customer data is securely deleted or anonymised in accordance with contractual terms, GDPR, and the NHS Records Management Code of Practice.; ; This ensures data portability, governance compliance, and a controlled, transparent exit process.
• End-of-contract process: At the end of the contract, Care Banking follows a structured and controlled offboarding process to ensure a smooth and secure transition for the customer.; ; During the notice period, Care Banking works with the customer to agree an offboarding plan, including timelines, data extraction scope, and access arrangements. Users retain access to the service until the contract end date, after which access is securely withdrawn in line with agreed governance and security controls.; ; Included in the contract price; The contract includes:; ; One complete end-of-contract data extract, provided in the standard Care Banking offboarding format; ; Secure delivery of the extract in open, machine-readable formats; ; Controlled withdrawal of user access; ; Secure deletion or anonymisation of customer data in line with GDPR and NHS Records Management Code of Practice; ; Additional costs; Additional charges may apply for additional requirements or additional support.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Care Banking is delivered as a responsive web application built using modern multi-device software, providing the same service and data across desktop, tablet, and mobile devices. No separate mobile application is required.; ; On desktop, the service is optimised for high-volume operational use, with larger screens supporting complex workflows, reporting, and multi-panel views. On mobile and tablet, the same functionality is available but presented in a simplified, touch-friendly layout with stacked views and larger controls to suit smaller screens.; ; Authentication, role-based access, audit logging, and security controls are consistent across all devices.
• Service interface: Yes
• Description of service interface: Care Banking provides a secure, browser-based service interface accessed through standard web browsers. The interface is role-based and presents users with dashboards, workflows, and screens relevant to their role (for example clinical, finance, brokerage, or administration).; ; The interface is designed using responsive web technology, allowing it to adapt to desktop, tablet, and mobile devices without requiring local installation. Navigation is consistent across the platform, with structured menus, configurable dashboards, search and filtering tools, and contextual actions.; ; The service interface supports accessibility standards, integrates authentication and audit logging, and provides a consistent user experience across all supported devices.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Care Banking has carried out practical web chat testing with users who rely on assistive technologies to access digital services, including individuals with severe physical disabilities. Testing included users who interact with systems using alternative input methods such as keyboard-only navigation, screen readers, voice-to-text software, eye-tracking tools, and head-movement controls.; ; The testing focused on ensuring the web chat service could be used without a mouse, that content was correctly interpreted by screen readers, and that focus indicators, navigation order, and response interactions were clear and usable for assistive technology users. Feedback was gathered directly from participants on usability, response clarity, and ease of interaction with support agents.; ; As a result of this testing, improvements were made including clearer keyboard focus handling, simplified interaction flows, larger on-screen controls, improved compatibility with assistive technologies, and adjustments to agent response practices to support low-interaction communication.; ; Accessibility testing is repeated following significant changes to the web chat interface and forms part of our ongoing accessibility and usability review process, ensuring continued compliance with WCAG 2.2 AA and EN 301 549 standards.
• User support accessibility: WCAG 2.2 AA
• API: Yes
• What users can and can't do using the API: Care Banking provides a secure, REST-based API that allows authorised organisations to integrate the service with other clinical, financial, and operational systems.; ; What users can do via the API; Authorised users can use the API to:; ; Integrate external systems with Care Banking for data exchange; ; Create, retrieve, and update records such as referrals, patient identifiers, care packages, suppliers, contracts, and status updates; ; Submit and retrieve structured data to support automation, reporting, and interoperability; ; Synchronise reference data (for example providers, locations, or code sets); ; Setting up the service via the API; Initial service setup, core configuration, security roles, and access permissions are completed through the Care Banking service interface and onboarding process. API access is then enabled with secure credentials and role-based permissions.; ; Making changes via the API; Operational data can be updated through the API where appropriate. Configuration changes, workflow design, pricing rules, and security settings are restricted to the service interface to ensure governance, auditability, and data integrity.; ; Limitations; The API does not allow unmanaged changes to system configuration, security controls, or clinical workflows. All API access is authenticated, authorised, logged, and rate-limited in line with NHS security and governance requirements.
• API documentation: Yes
• API documentation formats:
  • PDF
  • Other
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Care Banking is highly configurable, allowing organisations to tailor the service to local operational, clinical, and financial requirements without custom development.; ; What can be customised; Users can customise workflows and pathways, forms and data capture fields, reporting and dashboards, user roles and permissions, reference data (such as providers, services, and rates), approval rules, and business rules used for commissioning, brokerage, and payments.; ; How users can customise; Customisation is carried out through secure configuration tools within the service interface. Authorised users can configure workflows, templates, and reports using role-based configuration screens. Changes can be tested in non-production environments and applied in line with agreed change control processes to ensure safety, auditability, and service continuity.; ; Who can customise; Customisation is restricted to authorised users only. This typically includes system administrators and nominated super-users within the customer organisation. Where required, Care Banking’s implementation and support teams can assist with configuration changes as part of onboarding, optimisation, or agreed support services.; ; All customisation activities are logged and auditable to maintain governance and compliance.

Scaling

• Independence of resources: Care Banking is hosted on AWS and designed using a cloud-native, scalable architecture that ensures customer demand does not negatively impact other users.; ; The platform uses independent, scalable resources for compute, storage, and databases, with capacity managed dynamically using auto-scaling and load balancing. This allows the service to automatically adjust resources in response to increased demand, preventing performance degradation during peak usage.; ; Workloads are logically separated and governed through secure, role-based access controls and tenancy controls, ensuring data isolation and operational independence between customers.; ; Continuous monitoring is used to identify performance trends and proactively scale resources before demand impacts users.

Analytics

• Service usage metrics: Yes
• Metrics types: Care Banking provides a comprehensive set of service usage and performance metrics to support operational oversight, service assurance, and continuous improvement.; ; Metrics include:; ; User activity metrics such as logins, user roles, and feature usage; ; Workflow and pathway activity, including case volumes, status changes, and times; ; Transaction volumes across clinical, financial, and operational functions; ; Performance metrics include:; ; Platform availability and uptime; System response and performance indicators; Incident and support metrics, including ticket volumes, priority levels, response times, and resolution times; ; These metrics are available through dashboards, standard reports, and downloadable reports within the service interface.
• Reporting types:
  • Real-time dashboards
  • Regular reports
• Resource tagging: Yes
• FOCUS resource tagging: No

Supplier type

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Baseline Personnel Security Standard (BPSS)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest:
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001

Data importing and exporting

• Data export approach: Authorised users can export data directly from the service interface using built-in reporting and data export tools. Exports can be generated for operational, clinical, financial, and audit data, subject to role-based access controls and information governance permissions.; ; Data is exported in CSV or XML, allowing users to analyse data locally or import it into other systems. Exports can be run on demand or generated as scheduled reports where appropriate.; ; All exports are logged and auditable to maintain transparency and accountability. Support functionality is restricted to approved user roles to prevent unauthorised disclosure.
• Data export formats:
  • CSV
  • Other
• Other data export formats: Xml
• Data import formats:
  • CSV
  • Other
• Other data import formats: Xml

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: Care Banking guarantees 99.97% service availability, measured on a monthly basis, excluding planned maintenance.; ; The service is designed to operate 24/7 and is hosted on resilient, cloud-based infrastructure with continuous monitoring to detect and address issues proactively. Planned maintenance is scheduled outside core operating hours wherever possible, with a minimum of 7 days’ advance notice provided to customers.; ; Availability commitments are defined in the Service Level Agreement (SLA), which sets out how availability is measured, incident classification, escalation processes, and reporting arrangements. Availability performance is monitored continuously and reviewed with customers as part of regular service reporting and account management.; ; If service availability falls below the guaranteed level in any given month, Care Banking will work with the customer to agree service credits in the form of additional service development or configuration activity, such as the delivery of agreed enhancements, optimisations, or new features. These service credits are applied proportionately and in line with the SLA.; ; Financial rebates, fee reductions, or contract extensions are not offered as part of the availability remedy.
• Approach to resilience: Care Banking is designed using a cloud-native, resilient architecture hosted on Amazon Web Services (AWS) to ensure high availability, fault tolerance, and rapid recovery from failures.; ; The service is deployed across multiple AWS Availability Zones, with each zone operating independently in terms of power, networking, and cooling. This ensures there is no single point of failure and that the service continues to operate even if an individual component or availability zone becomes unavailable.; ; Core components such as application services, databases, and storage are built on managed AWS services that provide automatic failover, redundancy, and backup. Load balancing and auto-scaling are used to distribute traffic and dynamically adjust capacity in response to demand, preventing performance degradation during peak usage.; ; Data is protected through regular automated backups, encrypted storage, and tested recovery procedures. Disaster recovery and failover processes are defined, tested periodically, and audited as part of Care Banking’s ISO 27001 information security management system.; ; Continuous monitoring is in place to detect incidents early and trigger automated alerts and escalation. Further technical detail on resilience and disaster recovery arrangements is available to customers on request.
• Outage reporting: Care Banking uses a structured and transparent outage reporting process to ensure customers are informed promptly and kept updated throughout any service disruption.; ; Service availability and performance are continuously monitored using automated monitoring tools. When an outage or service degradation is detected, incidents are logged immediately and assessed against defined severity levels.; ; Email alerts are issued to nominated customer contacts for confirmed outages, providing details of the issue, affected services, and initial mitigation actions. Regular update emails are sent until the incident is resolved, followed by a closure notification.; ; Care Banking does not currently provide a public-facing status dashboard. However, outage information, incident history, and resolution updates are shared directly with customers through email notifications and account management communications.; ; An API for outage notifications is not provided, as incident communications are managed centrally to ensure accuracy, consistency, and appropriate governance.; ; Following any significant outage, a root cause analysis (RCA) is completed and shared with the customer where appropriate. Outage trends and service performance are also reviewed as part of regular service review meetings with the assigned Account Manager.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: Care Banking restricts access to management interfaces and support channels using role-based access control (RBAC) and multi-factor authentication (MFA). Access is granted on the principle of least privilege, ensuring users can only access functions and data required for their role.; ; Management interfaces are limited to authorised personnel and all administrative actions are logged and monitored. Support channels require authenticated access, and support staff are restricted to customer data and environments relevant to their role.; ; Access permissions are reviewed regularly and updated promptly when roles change or staff leave, ensuring continued security and compliance with ISO/IEC 27001.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password

Audit information for users

• Access to user activity audit information: Users have access to real-time audit information
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: User-defined
• How long system logs are stored for: User-defined

Security governance

• Named board-level person responsible for service security: Yes
• Software Security Code of Practice: Yes
• Security governance certified: Yes
• Security governance standards:
  • CSA CSM version 4.0
  • ISO/IEC 27001
• Information security policies and processes: Care Banking operates a comprehensive set of information security policies and processes aligned with ISO/IEC 27001 and NHS information governance requirements. These policies cover areas including access control, data protection, encryption, incident management, vulnerability management, supplier security, secure development, and business continuity.; ; Overall responsibility for information security sits at board level, with a named senior individual accountable for security governance. Day-to-day security management is overseen by the Information Security function, which is responsible for maintaining policies, managing risk, and ensuring compliance across the organisation.; ; Policies are communicated to all staff and form part of onboarding and ongoing security awareness training. Compliance is enforced through role-based access controls, technical safeguards, and defined operational procedures. Security controls are monitored continuously, and adherence to policies is reviewed through regular internal audits, risk assessments, and independent external audits as part of ISO 27001 certification.; ; Security incidents and risks are reported through a defined escalation and incident management process, with outcomes reviewed by senior management. This governance structure ensures that information security is embedded into day-to-day operations and consistently applied across the service.

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Care Banking uses a structured configuration and change management process to ensure service stability and security. All service components, including application code, infrastructure configuration, and integrations, are tracked using version control and configuration registers, providing a full audit trail across their lifecycle.; ; All changes are formally assessed prior to approval, including review of potential security, data protection, and availability impacts against ISO/IEC 27001 controls. Changes are tested in non-production environments and approved by authorised personnel before release. Rollback procedures and logging are in place to ensure controlled deployment and rapid recovery if required.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Care Banking operates a proactive vulnerability management process aligned with ISO/IEC 27001.Potential threats are identified through regular vulnerability scanning, penetration testing, code review, and continuous monitoring of infrastructure and applications. Vulnerabilities are assessed based on severity,impact, and exploitability.; ; Security patches and fixes are prioritised accordingly with critical vulnerabilities remediated as a priority and deployed as soon as practicable following testing.Changes are applied through controlled release processes.; ; Threat intelligence is sourced from AWS security advisories, penetration testing reports, industry alerts, and recognised vulnerability databases (such as CVE).All remediation actions are tracked and audited to ensure timely resolution and ongoing security assurance.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Care Banking operates continuous protective monitoring to identify and respond to potential security compromises. System activity,access events,and service behaviour are monitored using automated alerts and logging across application and infrastructure layers. Potential compromises are identified through anomaly detection, alert thresholds, and security event correlation.; ; When a potential compromise is detected,it is immediately logged, assessed,and triaged according to severity. High-risk incidents trigger rapid escalation to the security response team, containment actions,and investigation.Critical security incidents are acknowledged within minutes,with response actions initiated immediately in line with the incident management process. All incidents are reviewed and documented to support remediation and continuous improvement.
• Incident management type: Supplier-defined controls
• Post-quantum cryptography secure: No
• Incident management approach: We operates a structured incident management process with pre-defined procedures for common security and service events, including system outages,data incidents, and access issues. Incidents are classified by severity and handled in line with documented escalation and response processes.; ; Users can report incidents via email, telephone, or the online support portal, where incidents are logged, prioritised, and tracked. For significant incidents, customers are kept informed through regular status updates.; ; Following resolution, incident reports and root-cause analysis summaries are provided to customers where appropriate, including actions taken and preventative measures. ; ; Incident trends are reviewed as part of ongoing service governance and improvement.

Secure development

• Approach to secure software development best practice: Independent review of processes (for example CESG CPA Build Standard, ISO/IEC 27034, ISO/IEC 27001 or CSA CCM v4.0)

Public sector networks

• Connection to public sector networks: Yes
• Connected networks: Health and Social Care Network (HSCN)

Pricing

• Discount for educational organisations: No
• Free trial available: Yes
• Description of free trial: Where appropriate, Care Banking can support time-limited pilot or proof-of-concept deployments under contract, using agreed data sets, governance controls, and support arrangements. Any such pilots are subject to contractual agreement given the nature of data involved

Discount percentage by annual call-off contract value (excluding VAT)

• Less than £250,000: 0%
• Between £250,000 and £500,000: 0%
• Between £500,001 and £1,000,000: 3%
• Between £1,000,001 and £2,500,000: 5%
• Between £2,500,001 and £5,000,000: 7%
• Over £5,000,001: 10%

Standards and certifications

• ISO/IEC 27001 certification: Yes
• ISO/IEC 27001 accredited by: NQA
• ISO/IEC 27001 accreditation date: Tuesday 27 June 2023
• What the ISO/IEC 27001 doesn’t cover: It covers all our digital systems, it has been maintained since 27/6/2023 and the most recent certificate was issued on 29 September 2025, certificate number 189587 and is valid until mid 2026
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• ISO 9001 certification accredited by: NQA
• ISO 9001 accreditation date: Saturday 20 July 2024
• What the ISO 9001 doesn’t cover: The certificate covers all our business operations ; Certificate No. 193422; ISO Approval Date: 20 July 2024; Valid Until: 20 July 2027
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Cyber Essentials Certificate Number: Bfe4a807-c418-4a77-b35e-79e19910d53e
• Cyber essentials plus: Yes
• Cyber Essentials Plus Certificate Number: C56a1b97-0661-4bc4-af7c-3e9879a2d2dd
• Other security certifications: Yes
• Any other security certifications:
  • NHS Data Security and Protection toolkit
  • ISO14001 environmental security

Social value

• Mission: Kick start economic growth:

  To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

  Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

  • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
  • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
  • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
  • Plans to engage the contract workforce in deciding the most important workplace issues to address
  • Ensuring new workers are informed of their right to join a trade union
  • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
  • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
  • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
  • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
  • Activities to cascade good practice on fair working conditions throughout the supply chain
  • Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
  • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
  • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
  • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
  • Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
  • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
  • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
  • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
  • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
  • Volunteering opportunities for staff
  • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
  • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
  • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
  • How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
  • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
  • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
  • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

  Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

  • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
  • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
  • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
  • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract

  Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises

  • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
  • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
  • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
  • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
  • Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
  • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
  • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
  • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
  • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
  • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
  • Plans for positive actions with community groups.
  • Measures for making facilities used in the delivery of the contract available for community groups, education or training
  • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
  • Plans to respond flexibly and adapt approaches to community engagement and initiatives
  • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
  • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events
• Mission: Make Britain a clean energy superpower:

  To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero

  Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.

  • Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
  • Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
  • Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
  • Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
  • Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it
• Mission: Break down barriers to opportunity:

  By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

  Policy Outcome 6: Employment and training: For those who face barriers to employment

  • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
  • Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
  • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
  • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
  • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
  • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
  • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
  • Introducing transparency to pay and reward processes
  • Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
  • Working conditions which promote an inclusive working environment and promote retention and progression
  • Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
  • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
  • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

  Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.

  • Understanding of the issues affecting the development of new skills by target cohort
  • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
  • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
  • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
  • Understanding of issues relating to entering the contract workforce
  • Creation of outreach activities to create a pipeline of employees for the future contract delivery
  • Content of the outreach activity is designed to suit the target cohort
  • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
• Mission: Build an NHS fit for the future:

  That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.

  Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.

  • Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
  • Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
  • Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
  • Actions to invest in the physical and mental health and wellbeing of the contract workforce

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at info@carebanking.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.