SVGC LIMITED

Digital Sensitivity Review Service (DSR)

Digital Sensitivity Review Service meets the needs of the Public Records Act for Digital Files, automatically pre-identifying sensitivities in files of >1500 files types highlighting redaction suggestions for Human Curator approval, before automatically packaging resultant files with metadata for transfer to The National (or other declassified) Archive for permanent preservation.

Features

• Digital files Assessment: integrity, assurance and duplication
• Digital files Selection: Preserve or purge with audit
• Digital files Sensitivity Review: AI auto-redact
• Digital files Packaging: File transfer metadata and secure transmission
• Digital files Delivery: On-line cataloguing
• Digital anti-mosaicing: Prevention of security leaks
• Digital files cyber: Identification of potential cyber threat
• Digital files FOI: Support for PII removal
• Digital files Redaction: Automatic Selection for Permanent Preservation
• Digital files search: Support for FOI/SAR requests

Benefits

• Regulatory Compliance: Public Records Act mandates and data protection laws
• Massive Scale: Processes millions of digital files/types rapidly
• Consistent Decisions: AI eliminates human fatigue, ensuring standardised dataset sensitivity
• Mosaicking Detection: Identifies hidden risks where combined data reveals sensitivities.
• Cost Reduction: Automates routine tasks reducing business costs
• National Security: Operates within high-security environments to protect sensitive data
• Metadata Generation: Automaticic tagging, improving future searchability and digital discovery
• Digital Integrity: Protects file provenance, ensuring legal and historical valididity
• Knowledge Discovery: Uncovers valuable institutional memory within disorganised digital heaps
• Public Transparency: Accelerates public record release in government history

• Education pricing 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 mail@svgc.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

182185676708314

Contact

Mr Simon Walker
07904 813280
mail@svgc.co.uk

About your service

• Service categories:

  Systems Infrastructure Software

  Security

  • Governance, risk and compliance

  Data security

  • Information protection
  • Digital trust
• 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: Digital Records Information Management (DKIM); COTS EDRMS solutions. ; Other data discovery solutions
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Community cloud
  • Hybrid cloud
• Service constraints: Due consideration will need to be given to the applicability of the DSR service across Cloud types when considering the security classification of the digital records under digital sensitivity review.
• System requirements:
  • Available AI performance Compute and Memory
  • Storage+I/O architecture must handle terabytes of data without degrading processing
  • Large secure data file Staging Area for analysis
  • Multi-factor authentication, VPNs, and 2FA for system access
  • Rigorous auditability on AI and human decisions for unalterable logging
  • Strict overwriting protocols must clear storage before any data reallocation
  • UK-sovereign, accredited on-prem/cloud infrastructure for data residency
  • Personnel and engineers must hold active SC or DV clearance
  • Human-In-The-Loop reviewers must validate AI-led redaction suggestions

User support

• Email or online ticketing support: Yes
• Support response times: Typically:; ~ Office Hours 09:00 –17:00 M-F excluding Bank Holidays. ; ~ No-out of hours support provision for software support ; ~ P1 Critical: 4 Hrs; ~ P2 High: 8 Hrs; P3 Medium: 1 Day; P4 Low: 2 Days; We are open to a discussion on the service support requirements on a case-by-case basis.
• 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: No
• Onsite support: Yes
• Support levels: We provide a comprehensive DSR support model tailored to the unique security demands government departmental users. We deliver bespoke onboarding to ensure our AI recognises specific departmental file types, backed by the experience of of expert human reviewers. Our clients benefit from direct access to SC and DV-cleared engineers, bypassing general helpdesks for rapid, high-level technical assistance. We manage the full lifecycle of the client's data, with Technical Project Delivery Manager overseeing everything from initial feasibility assessment, through Initial Operatinal Capability through to final archive transfer. To ensure transparency, we provide regular service reporting and standardised SLAs that guarantee system uptime, delivered through a Service Manager. We act as a dedicated liaison with The National Archive (TNA) to ensure every transfer meets statutory requirements and TNA specific policies. By combining onsite training for our client reviewers / curators with our secure support helpdesk, we ensure your digital records are processed efficiently, securely, and in full compliance with the Public Records Act.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We typically onboard your department through a structured, six-stage transition designed to transform disorganised digital heaps into archive-ready pipelines, correctly packing and delivery files to The National Archive. We begin with a Feasibility Study phase to assess your unique data landscape and identify of over 1,500 file formats which you may have inheritied. We tune our AI’s sensitivity framework to your specific risk appetite, ensuring it recognises any specialised e.g. diplomatic context. To maintain security, we establish a secure pipeline within a UK-sovereign, accredited on-prem or cloud environment, handled exclusively by our SC or DV-cleared personnel. Before moving to full production, we conduct macro-appraisals to filter duplicates and run pilot tests to refine our human-in-the-loop workflows. Finally, we provide comprehensive and tuned knowledge transfer, training and operational handover, ensuring your human reviews and curators are fully equipped to manage the DSR interface. This collaborative approach ensures the service is calibrated to your specific departmental needs and statutory obligations before the first record is transferred.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: We host your data within a UK-sovereign, highly secure on-prem or cloud environment specifically designed for sensitive government records across all sensitivity tiers. Our system operates on a dedicated DSR infrastructure fully owned and operated on UK soil, ensuring that material classified up to Top Secret remains under sovereign jurisdiction and never leaves the country. This "firewalled" approach utilises VPNs, multi-factor authentication and encryption of all physical media to protect your records throughout the DSR review process. On conclusion of a DSR contract, we ensure a clean and secure exit. We will on request extract any data available through an Administration interface, and we can provide data in various formats as part of a managed hand-back. Once you have confirmed receipt and completed any necessary disposal requirements under IS5 standards, we make the hosted areas inaccessible and perform explicit overwriting of the storage. This rigorous DSR data sanitisation process ensures that no residual data remains on our systems, fulfilling our commitment to the highest security and compliance standards.
• End-of-contract process: At the end of our contract, we manage a structured handover to return full control of your records and decision-making history. We develop a Joint Exit Plan, allowing you to extract processed files directly through our secure interface. Crucially, we shall transfer all audit trails and metadata packages to ensure future accountability and searchability. Once you confirm receipt and satisfy disposal requirements, we will perform explicit overwriting of our storage in accordance with IS5 sanitisation standards, ensuring no residual data remains. We will also conduct final Knowledge Transfer briefings and facilitate the liaison with The National Archives for conclusion of any residual transfers. This comprehensive process ensures that all physical and digital assets are returned securely via accredited channels, leaving your department with a clean, legally defensible, and fully organised archive.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: WCAG 2.2 AA
• API: Yes
• What users can and can't do using the API: The DSR service provides APIs to allow access to curated data following the DSR data curation and sensitivity review processes. Users may request curated data, request processing services, trigger analysis and apply custom configurations, with read-only access provided for authorised users.
• API documentation: Yes
• API documentation formats:
  • HTML
  • PDF
• API sandbox or test environment: No
• Customisation available: Yes
• Description of customisation: Users can customise the application of a range of DSR records management sensitivity redaction services. By example, this includes document filtering, file deduplication, file format analysis and folder path analysis. DSR offers we extensive customisation options to ensure the service aligns with a department’s specific record types and security posture. DSR AI’s sensitivity classifiers can be tailored to recognise unique terminology, acronyms, and historical context, moving beyond "one-size-fits-all" keywords. Our DSR team can adapt DSR workflow integration to meet the needs of local dept working practices, allowing the DSR service to plug directly into for e.g. an existing Electronic Document Management System and/or secure storage environment. Furthermore, we can customise the Macro-Appraisal logic to filter out non-record material specific to a department's given function. Whether the client requires bespoke metadata schemas for The National Archives or specialised clearance levels for Human Reviewers, we are able to scale and refine the DSR service to meet exacting operational requirements.

Scaling

• Independence of resources: We work closely with the user technical team to identify and establish the necessary compute resources for the expected user community demand. The number of users given access is thereby controlled and the service scaled accordingly.

Analytics

• Service usage metrics: Yes
• Metrics types: We provide a comprehensive suite of metrics to track DSR progress, including processing throughput, system uptime, AI accuracy and sensitivity reviewed files throughput. Through regular reporting and real-time DSR dashboards, we measure efficiency gains and audit redaction decisions for accountability. Our data quality statistics ensure file integrity and metadata completeness, while identifying common sensitivity trends. By monitoring support response times and tracking progress against statutory Public Records Act deadlines, we give you confidence that your digital archive is secure, compliant, and ready for transfer and demonstrate DSR progress against service delivery schedules.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

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: Managed by a third party
• 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 another standard
  • Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type: Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: DSR digital files may be accessed from a range of (M365) OneDrive / Teams / files / folder structures.
• Data export formats:
  • CSV
  • ODF
  • Other
• Other data export formats: Capable of analysis and import of over 1500 file types
• Data import formats:
  • CSV
  • ODF
  • Other
• Other data import formats: Capable of analysis and import of over 1500 file types

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: The level of service availability is dictated by the level of availability of DSR infrastructure; dependent upon security tier, this may be High Security On-Prem air-gapped 'behind-the-wire' infrastructure or at low-tier security, on commercial-grade cloud infrastructure. In either case, seek to ensure during that the level of the infrastructure service availability meets our expectations for DSR service, which will be Four Nines (99.99%) for routine business operations.
• Approach to resilience: Our datacentre operations include DSR assessment, selection and sensitivity operations at al level of national security. Available on request.
• Outage reporting: DSR service outages are identified to a DSR Administrator through fault logs, relayed to users via email alerts where requested.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Identity federation with existing provider (for example Google Apps)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: Where possible we restrict access to DSR management interfaces by implementing Role-Based Access Control (RBAC) and Public Sector network identity federation, allowing only authorised DSR client personnel access to DSR Managed Service configurations. We secure support channels through encrypted communication and identity verification protocols. Further and where possible, we may use Privileged Access Management (PAM) to enforce a DSR "least privilege" protocol to maintain time-bound access for DSR admin tasks. This dual approach prevents unsanctioned modifications and ensures that management activities are audited and traceable within the client's infrastructure.
• 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)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • Username or password

Audit information for users

• Access to user activity audit information: Users receive audit information on a regular basis
• How long user audit data is stored for: Between 6 months and 12 months
• Access to supplier activity audit information: Users receive audit information on a regular basis
• How long supplier audit data is stored for: Between 6 months and 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: DSR is accredited to ISO 27001 where information security policy maintenance is regarded as core business governance function. Under ISO27001, our DSR Senior Management is required to demonstrate leadership by aligning data security objectives with DSR strategic goals. As such they are responsible for establishing clear reporting lines, and delegating authority to DSR roles including our DSR Security Controller and DSR Chief Technology Officer, to provide the business with performance updates, ensuring security remains a business priority. We maintain relevance in our security policies by planning reviews at planned intervals or key DSR business change points, to ensure our security policies accurately reflect the current DSR managed service business and threat landscape. We ensure policy adherence is achieved by making DSR staff (SVGC and FCDO Services) aware of the policies and the consequences of non-conformance, to the business, our clients, UK Govt and national security, and themselves. We validate compliance through internal Audits to provide evidence that our operational practices align with our policies. Discrepancies are treated as "non-conformities" to trigger formal corrective actions such that we can maintain integrity within our Information Security, and that of our clients.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: We deliver DSR Configuration/Change Management through a lifecycle-integrated approach ensuring operational stability across the managed service. We use a Configuration Management Database (CMDB) to track Configuration Items (CIs), such as source code and infrastructure, maintaining a "single source of truth" for our service. In parallel, we govern modifications via a Request for Change (RFC) workflow, categorising updates by risk. Every DSR system change undergoes a Security Impact Analysis (SIA) to evaluate threat surface expansions. We re-enforce this through Security Gates in our CI/CD pipeline, including vulnerability scanning and using manual peer reviews also where there are significant service architectural changes.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We achieve vulnerability management for our DSR services through a continuous, intelligence-led lifecycle. We consolidate threat data from diverse origins, including National Cyber Security Centre (NCSC) alerts, client and vendor advisories, and automated CVE feeds. Potential threats are typically assessed using a risk-based matrix that evaluates exploitability against the sensitivity of our DSR Managed Service. To ensure rapid mitigation, we use our CI/CD pipeline with automated testing and assurance, allowing us to deploy verified patches across our service environments within hours of discovery.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Where feasible, we support our client’s protective monitoring by aligning our DSR Managed Service into their centralised logging and SIEM platform(s). We identify potential compromises by monitoring for unauthorised signature failures, or anomalies prescribed file access that indicates file misuse and/or possible insider cyber-threat challenges. On detecting a compromise, we provide immediate technical support to help isolate the affected infrastructure and audit the file signing environment. We ensure a more rapid response by maintaining pre-validated hashing of DSR files, allowing us to identify unauthorised changes to DSR curated files, to assist out client to maintain their data records integrity.
• Incident management type: Supplier-defined controls
• Incident management approach: We identify potential DSR incidents through automated monitoring and client user reports. For typically common events, such as licence expirations or data validation failures, we may apply pre-defined operational playbooks to ensure faster and consistent resolution. When our DSR users report incidents, they routinely do so through a centralised 'ServiceNow' Service Desk portal at 1st line maintained by our client service team. This triggers a service level and priority assessment. During ELS and extended support periods, we deliver 2nd/3rd line support. We provide detailed DSR incident reports, identifying cause, impact, and corrective action. This structured approach ensures transparency.
• 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: Yes
• Connected networks:
  • Public Services Network (PSN)
  • Other
• Other public sector networks:
  • Example: HM Treasury TRiS
  • Example: MoJ Secure Access Service Edge
  • Example: FCDO Firecrest / Osprey
  • Example: Home Office POISE/Shared Technology Services
  • Example: LECN
  • Applicable to any available public sector network on request

Pricing

• Discount for educational organisations: Yes
• 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: 3%
• Between £2,500,001 and £5,000,000: 6%
• Over £5,000,001: 9%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Alcumus ISOQAR
• ISO/IEC 27001 accreditation date: Wednesday 22 October 2025
• What the ISO/IEC 27001 doesn’t cover: Non-Office based data-centric programmes.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: World Certification Services (WCS)
• ISO 9001 accreditation date: Wednesday 30 October 2024
• What the ISO 9001 doesn’t cover: Not applicable. Our certification covers all aspects of our deliverable work.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 56c2341c-29e3-4ccc-85e3-1159971f4326
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: C17ae6ae-b88b-4728-847f-e64e468020c9
• Other security certifications: Yes
• Any other security certifications: ISO20000 IT Service Management

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
    • 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
    • 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 report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • 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
    • 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 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
    • 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

  • 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
    • 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

  • 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

  • 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
    • 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
    • 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
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • 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 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
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery

  • 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
    • 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

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 mail@svgc.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.