ATKINSRÉALIS UK LIMITED

CIRRUSlocate™ Gazetteer Service

CIRRUSlocate™ is a geographical index, providing a flexible, secure, automated and fast directory of all Great Britain’s addresses, properties and land areas. It also supports local candidate records. Using the best open source software, CIRRUSlocate™ lowers the cost of ownership for a geographical index.

Features

• Support for applications using British National Grid coordinate reference system.
• Support for applications using World Geodetic (WGS84) coordinate reference system.
• Search for closest addresses to a location.
• Search for complete address details using free text.
• Search for complete address details using a UPRN.
• Retrieves complete address details and, optionally, all its descendants.
• Local candidate records not in national dataset can be managed.

Benefits

• Provides Open API Specification for easier integration to business systems.
• Gazetteer data in the right format at the right time.
• Mobile - access to business address data on the move.
• Open Source – integrates best of breed components.
• Low cost of ownership through open source and cloud.
• Scalable to meet variable user demands.
• Resilient – multiple nodes, automatic restart after failover.
• High performance – through best of breed components and infrastructure.

• 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 ccs@atkinsrealis.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

267910066190715

Contact

Martin Yeoman
+44 1372 75 2023
ccs@atkinsrealis.com

About your service

• Service categories:

  Application Development and Deployment

  Analytics and business intelligence

  • Location and geospatial data management and analytics
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: No
• System requirements:
  • A modern, standards compliant web browser
  • Client-side API

User support

• Email or online ticketing support: Yes
• Support response times: Business Day, Monday - Friday: ; • A – Critical, respond in 2 working hours, providing circumvention instructions where possible or fix within 1 working day ; • B – Major, respond in 4 working hours, providing circumvention instructions where possible or fix within 2 working days ; • C – Functional failure, respond in 8 working hours, providing circumvention instructions where possible or fix within 7 working days ; • D – Intermittent failure, respond in 8 working hours, providing circumvention instructions where possible or fix within 15 working days ; • E – Minor, fix included in next appropriate release.
• 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: No
• Onsite support: Yes, at extra cost
• Support levels: Standard Support is available during 08:00 – 18:00 hours, Monday to Friday (not English Public Holidays). Incidents may be logged via the web, telephone, or email during these times. Additionally, Incidents may be logged via the web outside of these hours, but they will not be progressed until the next working day. Software fixes will be progressed during these hours, and a release made available in line with the Customers agreement. 7 days per week – see Standard Hours, the addition being able to log and receive responses to Incidents during the additional hours. Please note that we operate a Restoration of Service (RoS) approach to support on the additional days e.g., Saturday, Sunday and English public holidays – See below for RoS definition. 24/7 - see 7 days per week, the addition being able to log and receive responses on a 24/7 basis. Restoration of Service (RoS) – during extended hours of support the aim is to get the Customer operational as soon as possible. Software fixes will not be provided during the additional hours of support. Incidents remain the responsibility of the Technical Support team throughout the life cycle.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Data restoration and migration are not part of this service by default. Both of these options can be purchased separately. AtkinsRéalis is able to migrate existing client data such as Candidate Records or User Defined Records into CIRRUSlocate™ so that they are available for the Gazetteer searches. The price of this service is dependent upon the amount and variety of legacy data to be migrated and will be determined during a clarification exercise prior to the commissioning of any work.
• Service documentation: Yes
• Documentation formats: HTML
• End-of-contract data extraction: A standard database backup of any candidate record data will be made available to the client upon termination of the service.
• End-of-contract process: Once the contract has ended the account will be removed from the service and any local candidate records destroyed.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Onboarding for CIRRUSlocate™ API involves the creation of an API key for client organisations, no additional onboarding is required. The API key is provided through email communication once it is created. There are no offboarding tasks required for CIRRUSlocate™ API.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: The service makes data available for consumption by client API’s so not applicable.
• Accessibility standards: None or don’t know
• Description of accessibility: None, this is not an interactive service with a GUI. It is an API service used to search for addresses and intended for integration into other business systems through interface programming.
• Accessibility testing: None, this is not an interactive service with a GUI. It is an API service used to search for addresses and intended for integration into other business systems through interface programming.
• API: Yes
• What users can and can't do using the API: We can provide customisation to enable the use of CIRRUSlocate™ with client applications. This is done through the creation of “System Connectors” that encapsulate the business logic to be applied to gazetteer search results.
• API documentation: Yes
• API documentation formats: Open API (also known as Swagger)
• API sandbox or test environment: No
• Customisation available: Yes
• Description of customisation: We can provide customisation to enable the use of CIRRUSlocate™ with client applications. This is done through the creation of “System Connectors” that encapsulate the business logic to be applied to gazetteer search results.

Scaling

• Independence of resources: We use a Private Cloud platform that has been scaled by our service provider to support a very large customer base. Each on-boarded customer is allocated virtual servers for the service to run on, these virtual servers have an allocation of resources dedicated to them and so users are not impacted by the demands of other users.

Analytics

• Service usage metrics: 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: No
• Datacentre security standards: Managed by a third party
• Penetration testing frequency: Never
• Protecting data at rest: Physical access control, complying with another standard
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type: Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: CIRRUSlocate is a gazetteer service that is built on top of the OS AddressBase Premium product delivered to buyers under the Pan Government Services Agreement, that data is not exportable from the service. Buyers have the capability to create “Local Candidate” addresses to supplement the core dataset, these records are exportable from the platform on request to the Service Desk
• Data export formats: Other
• Other data export formats:
  • Esri File Geodatabase.
  • Esri Shapefile.
  • MapInfo TAB files.
  • Most other GIS formats.
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • Esri File Geodatabase.
  • Esri Shapefile.
  • MapInfo TAB files.
  • Most other GIS formats.

Data-in-transit protection

• Data protection between buyer and supplier networks: TLS (version 1.2 or above)
• Data protection within supplier network: Other
• Other protection within supplier network: Data is stored in a PostgreSQL database with security enabled, the database holds the information for the service and is not accessible from other systems. Access controls in place prevent users from accessing the database. Access to the data by AtkinsRéalis staff is strictly controlled. Staff from our service provider only have access to servers in order to provide support and maintenance, they do not have access to the information held within the databases. Physical access is tightly controlled within the data centre, no member of staff has access without appropriate permissions, once logged on they cannot access the databases.

Availability and resilience

• Guaranteed availability: Our service provides 99% uptime during the agreed hours of service.
• Approach to resilience: We utilise a Private Cloud environment built using the Virtuozzo Cloud Management platform. It provides an environment that is: - Scalable through auto-scaling (up and out) - Highly available through automatic failover and full active-active High Availability The system is deployed across a multi-node environment ensuring that node failures do not bring the system down, the cloud management platform continually balances load across nodes and moves running services across nodes when issues are detected.
• Outage reporting: Real-time server monitoring provides alerts to our Cloud providers when services have failed, these outages are then reported to our clients through the Technical Support helpdesk.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: The provision of privileged user accounts and accounts for sensitive services requires additional approval by our corporate IT’s security team. This team determines which type of administration account is to be created for the requestor depending on the access required and where the requestor is based. Privileged users have a separate account for carrying out administrative tasks and do not use generic or system created accounts for interactive logon.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Dedicated link (for example VPN)
  • Username or password

Audit information for users

• Access to user activity audit information: No audit information available
• Access to supplier activity audit information: No audit information available
• How long system logs are stored for: Between 1 month and 6 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards:
  • ISO/IEC 27001
  • Other
• Other security governance standards: Cyber Essentials and Cyber Essentials PLUS Certified.
• Information security policies and processes: The Chief Executive Officer is ultimately accountable for data protection and privacy compliance. Our Project Performance and Risk Oversight function is responsible for creating and taking a strategic view of all areas of information governance, ownership and risk. This function supports and drives a Governance agenda across the organisation and provides the Governance and Ethics Committee, Executive Committee and CEO with the assurance that effective information governance controls and assurance are in place.; The office of the Chief Information Security Officer is responsible for developing and implementing our information security programme. The CISO reports directly to a member of the Executive Committee. ; Our annual Code of Conduct training is mandated to all staff and emphasises the importance of information security and data privacy. Additionally, on-line cyber security and data security training is mandated to staff as part of the on-boarding process, with annual refreshers.; AtkinsRéalis is committed to increasing alignment with and certification to ISO 27001 and we are in the process of expanding the scope of certification. ISO 27001 is a key element of our cyber security strategy, and it is our intention that the majority or all of the business will be certified by the end of 2025.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Configuration and change management approach: Servers and end point devices are controlled using Group Policy to ensure standard configuration, enforce firewall rules, prevent modifications to security configuration and control installation of software. We engage a 3rd party to review each operating system build during the release process.; Our formal Change Management process ensures significant changes to our IT systems are undertaken in a controlled manner with relevant notification and approvals. Adherence to the Change Management processes protects all parties involved, minimises risk, ensures appropriate back-out plans are in place, highlights scheduling clashes and ensures that changes are only made after the consideration of likely impacts.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Our vulnerability and patch management policies sets out processes for managing application and network technical vulnerabilities. Vulnerabilities are identified from vendor notifications, other alert mechanisms and intelligence from our Cyber Security Operations Centre team; advisories will be reviewed and based on the level of severity and exposure a security update or other mechanism will be planned and scheduled. This will be largely guided by the base CVSS score but will not be exclusively driven by it. Planning will also consider any significant “temporal” factors. For example, vulnerabilities which are under active exploitation will be prioritised and expedited.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Security alerts from different systems are sent to a SIEM and monitored, reviewed, and actioned on an ongoing basis. We have firewalls and intrusion prevention systems protecting our networks where they connect with the Internet. Security gateways inspect incoming traffic for malicious code. Internet gateways are configured to detect and block attempts to link to ‘Command & Control’ devices on the Internet. Malware related alerts from corporate end-point devices are sent to a centralised logging and management system.; The Cyber Security Operations Centre team investigates any information breaches caused by the organisation and takes appropriate steps to remedy the incident.
• Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
• Incident management approach: Our online reporting system 'MyQSSE' is used to report all security incidents. It is the responsibility of all individuals employed by our organisation, or those who work on our controlled premises, to report all security incidents including ‘vulnerabilities’. ; The corporate IT Incident Management process is designed to restore normal service operation as quickly as possible minimising the adverse impact on business operations and ensuring that the best possible levels of service quality and availability are maintained. In support of this aim, we have developed a Cyber/Information Security Incident Management Process for significant cyber / information security incidents.
• Post-quantum cryptography secure: No

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: No

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

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Lloyd’s Register Quality Assurance
• ISO/IEC 27001 accreditation date: Friday 2 May 2025
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: Lloyd’s Register Quality Assurance
• ISO 9001 accreditation date: Monday 1 May 2023
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 234ca061-0c88-47ae-8780-8492682e2860
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 5fc12cc1-428a-4cd1-86a0-c2cd7d20e30c
• 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 ccs@atkinsrealis.com. Tell them what format you need. It will help if you say what assistive technology you use.