EPARTNER CONSULTING LIMITED

Process Director: AI-Powered Workflow Automation

Process Director delivers workflow automation through an intelligent combination of integrated no/low-code technologies, including electronic forms, business rules, automated workflows, reporting, application integration, and much more inside one powerful platform.

Features

• No-code/low-code process design
• Dynamic, rules-based workflows
• Form builder with validations
• Role-based task routing
• Application integration
• Real-time dashboards and reporting
• Mobile and remote access
• Document management and version control
• Security and compliance controls
• Cloud and on-premise deployment

Benefits

• Enable business users to build and modify workflows.
• Automatically adapt process paths based on real-time data/business rules.
• Create intelligent forms that reduce user errors/improve data quality.
• Ensure tasks are automatically assigned to the right people.
• Connect with ERP, finance, HR, and CRM systems.
• Provide visibility into process performance, bottlenecks, and KPIs.
• Allow users to review and approve tasks from anywhere.
• Centralise process documentation and maintain audit trails to support compliance.
• Support role-based permissions, encryption, and audit logs for regulatory compliance.
• Scalable, flexible deployment options to support different requirements.

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 sales@epc.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

154933911911396

Contact

Richard Adams
03300 100 000
sales@epc.co.uk

About your service

• Service categories:

  Application Development and Deployment

  Application platforms

  • Model driven application platforms
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: N/A
• System requirements: Web browser

User support

• Email or online ticketing support: Yes
• Support response times: In accordance with our SLA, we respond within four hours. In reality, though, requests for support are responded to within minutes of the initial notification (via eMail or telephone).; ; We do not offer technical support at weekends.
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: Yes
• Web chat support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: None or don’t know
• How the web chat support is accessible: Through our website.
• Web chat accessibility testing: N/A
• Onsite support: Yes, at extra cost
• Support levels: As part of the agreement, you will have access to our Platinum level of support and maintenance. This includes: unlimited telephone/eMail support, maintenance releases, version upgrades, remote access problem diagnosis and resolution, remote server maintenance and a mirror system stored at our main office for testing and backup. In accordance with our SLA, we respond to support requests within four hours. In reality, requests for support are responded to within minutes of initial notification. The cost of technical support and maintenance is included FOC.; ; We will assign a single point of contact to your project who will be available to respond to any queries you have and keep track of the project requirements and milestones.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: Onboarding an organisation to Process Director can be achieved within a matter of weeks.; If feasible, it is our normal practice to provide a Statement of Work for any project. To do this, we would usually conduct a discovery phase which will require discussion of many areas, including:; - The processes you wish to automate ; - The number of named or anonymous users involved in the process; - The roles that the different users or groups of users perform; - The hierarchy of users and their relationships to your organisational units; - The flow of data within your organisation and the actions required upon it; - UI and form designs; - Data validation rules required on forms; - Integration with existing databases for lookups and data validation; - Export integration for storing the data; - Reporting requirements for active processes; Once the discovery phase ends, we will create a Statement of Work outlining your requirements. It will include a fixed price and will document how much consultancy and training etc. is required to achieve your goals. ; The above is a typical approach to a project but we are happy to accommodate your specific needs where possible.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: If you decide to stop using Process Director, we will provide a single copy of your data stored on the platform in a non-proprietary format such as a Microsoft SQL Server backup. We will provide the data with 30 days of the termination of the agreement.; Please note: your data will be provided in its raw form and may not be suitable for any particular purpose. ; If requested, we can transform the data into another format (e.g. XML, CSV). Data exports will be charged in accordance with our SFIA ratecard.
• End-of-contract process: Either party may terminate the agreement by giving to the other party at least 90 days’ written notice of termination, expiring both:; ; - After the end of the Minimum Term; and ; - At the end of a Billing Period.; ; Termination as a consequence of failing to meet SLA; ePC shall ensure that the Process Director platform is available at least 99.95% of the time during each calendar month. ; If we fail to meet the availability level, we will issue service credits. These service credits will be deducted by ePC from future Charges.; The service credits will equal 1% of the monthly charges for every full 1% of downtime below the guaranteed availability level. The maximum service credits available to the customer is 100% of the total charges payable during the relevant calendar month (exclusive of VAT and other taxes).; If the customer terminates the agreement while they have service credits, the customer will lose those service credits.
• Documentation accessibility standard: WCAG 2.2 AAA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
  • Other
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: N/A
• Service interface: Yes
• User support accessibility: WCAG 2.2 AAA
• Description of service interface: Configurable web workspaces are customised to different user roles and serve as the primary interface to the system.
• Accessibility standards: None or don’t know
• Description of accessibility: Authorised users can initiate new workflows, view dashboards, search archived forms, collaborate with colleagues, and manage the system.; Process Director forms can be WCAG accessible. ; Prior to publication, forms will need to be checked against the W3C WCAG guidelines to ensure compliance. ; Ultimately, by using industry-standard HTML5 and CSS3, your forms can be designed to comply with any accessibility rules you need.
• Accessibility testing: Process Director reduces repetitive manual tasks, lowering cognitive load and improving productivity. Clear task sequencing, notifications, and error prompts help users stay oriented and complete actions with greater confidence.
• API: Yes
• What users can and can't do using the API: Process Director supports direct integration, web services, and REST/SOAP calls to provide access to a wide variety of in-house and third-party services.
• API documentation: Yes
• API documentation formats:
  • HTML
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Process Director's .NET-based Software Development Kit (SDK) enables near limitless capabilities to create reusable custom tasks and integrations.; At ePC, we have a team of experts available to support you with demonstrations, requirements gathering, proof of concept (PoC), statement of work (SOW), development, externally accessible prototypes, system testing, user acceptance testing (UAT), and training/support/documentation.

Scaling

• Independence of resources: We have monitoring dashboards and alerts for critical infrastructure. If disk, CPU, or RAM usage increases over time, or bandwidth becomes an issue, we can monitor and expand as required.

Analytics

• Service usage metrics: Yes
• Metrics types: You can configure and combine task lists, tabular data, and chart/graph widgets to display any metric you require in real-time, e.g., status, cycle times, and progress. ; The dashboards allow users to apply filters and drill down to display data for more in-depth insight. You can then export data or schedule an automated report to be sent to colleagues at specific intervals.
• Reporting types:
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Reseller providing extra features and support
• Organisation whose services are being resold: BP Logix

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Developed Vetting (DV)

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: Supplier-defined controls
• Penetration testing frequency: At least once a year
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest: Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: In-house destruction process
• Data sanitisation type: Data Erasure

Data importing and exporting

• Data export approach: Users can export data or schedule an automated report to be sent to colleagues at specific intervals via the user interface/dashboard.
• Data export formats:
  • CSV
  • ODF
• Data import formats:
  • CSV
  • ODF

Data-in-transit protection

• Data protection between buyer and supplier networks: TLS (version 1.2 or above)
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: The platform is accessible to users on a 24 x 7 x 365 basis with 99.95% uptime during each calendar month. ; If we fail to meet the availability level, we will issue service credits. These service credits will be deducted by ePC from future Charges.; The service credits will equal 1% of the monthly charges for every full 1% of downtime below the guaranteed availability level. The maximum service credits available to the customer is 100% of the total charges payable during the relevant calendar month (exclusive of VAT and other taxes).
• Approach to resilience: Some of the features of our cloud infrastructure, hardware, and processes include:; Servers; We currently use Dell rack-mount servers utilising redundant, hot-plug power supplies, cooling fans and solid-state hard disks. The servers have hardware remote monitoring, alerting and management.; Environment; We use an ISO27001-certified, Tier 3 data centre with award-winning green efficiency. Cooling is N+5 with full environment monitoring and automatic ionic, optical and beam fire detection and suppression systems.; Physical security; The data centre is protected by anti-ram security gates and four levels of proximity access security doors prior to entering the data floor itself. It is manned by security staff 24/7 with access being granted only after biometric registration. No one can physically access the servers without being escorted by security and only the few limited ePC staff that require access for day-to-day support operations have access. ; Data security; All data is encrypted at rest and accessible only to ePC staff that require access for day-to-day management operations. Industry best practices, including strong password policies, secure VPNs, updated servers and infrastructure and staff training are followed.; Power supplies; Servers are supplied from two separate power circuits backed by both N+1 battery UPS and N+2 diesel generators.
• Outage reporting: Service status page on a website and email alerts.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
• Access restrictions in management interfaces and support channels: Only key members of staff have access to administrative interfaces, and they are accessed via named user accounts and authentication, including usernames, passwords, and MFA. They are typically not accessible over the public Internet and are only accessible via secure VPN connections.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)
  • Username or password

Audit information for users

• Access to user activity audit information: You control when users can access audit information
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: You control when users can access 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
• Security governance certified: Yes
• Security governance standards: Other
• Other security governance standards: Cyber Essentials
• Information security policies and processes: Our information security policy is available on request. ; The Technical Director has ultimate accountability for Information Security, both policy and implementation, within the organisation. ; We are Cyber Essentials certified.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: We operate an ISO9001 certified quality system, and are working towards ISO27001. As part of this, we maintain an asset register of all equipment. Changes to client-hosted hardware are reviewed by senior, director-level management, with only a small number of approved employees having direct access at an administrator level.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: As an IT consultancy, we employ skilled and qualified staff who have worked in the industry for many decades. We maintain paid-for subscriptions and electronic mailings from industry periodicals and alert services. We are registered partners for our main suppliers, such as Microsoft, and are in regular contact with them regarding security advisories and product updates. We also subscribe to newsletters where available for key infrastructure hardware, such as routers and switches that have firmware updates. As part of our Cyber Essentials certification, we commit to applying all updates and patches to client-facing systems within 30 days of being available.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We have extensive logging and active monitoring of client-facing systems, providing alerts in case anything unusual occurs. The response would depend on the nature of the compromise, but would vary from an immediate discontinuance of service for extreme cases, through to whatever remedial action is required to stop the breach. We have staff available, and with the relevant access, to act immediately, within minutes of becoming aware of any issues.
• Incident management type: Supplier-defined controls
• Incident management approach: Fortunately, we don't have any common security incidents, and therefore, we don't have any special procedures for handling them. We do, however, operate a support desk, both by phone and email, for clients to report issues and we provide a defined SLA to our clients regarding response times.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Conforms to a recognised standard, but self-assessed

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: No
• Free trial available: No

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: 0%
• Between £1,000,001 and £2,500,000: 0%
• Between £2,500,001 and £5,000,000: 0%
• Over £5,000,001: 0%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: CQS Ltd
• ISO 9001 accreditation date: Thursday 6 July 2017
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Cyber essentials plus: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

  • 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

  • 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 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

  • 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 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

  • 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 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 sales@epc.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.