INSIGHT DIRECT (UK) LTD

Bespoke development for Applications, Data & AI

Insight AI delivers bespoke application, data, and AI solutions through flexible extended delivery teams, acting as a strategic partner to public sector organisations. Their model ensures scalability, agility, and cost-efficiency, enabling innovation, modernisation, and secure digital transformation while improving service delivery, optimising resources, and enhancing citizen outcomes.

Features

• Scales from single developers to full departments fully-integrated with organisations.
• Delivers capabilities across development, cloud, QA, data, AI, and mobile.
• Provides strategy, science, machine learning, integration, management, and analytics expertise.
• Hybrid model ensures continuous maintenance and improvement of bespoke applications.
• Guides best practices, digital transformation, and value‑driven technology delivery.
• Drives business outcomes through structured discovery, design, and delivery processes.
• Governance and proven processes reduce delivery risks and ensure compliance.
• Agile approach enabling rapid adaptation to changing requirement
• Nearshore/onshore delivery model optimising resources and reducing costs.
• Builds long‑term collaboration grounded in trust, alignment, and shared success.

Benefits

• Scales teams from individuals to departments based on project complexity.
• Hybrid delivery model ensures agility cultural alignment for public sector.
• Nearshore economics reduce delivery costs without compromising service quality.
• Governance and delivery frameworks minimise risks and maintain regulatory compliance.
• Provides cross‑domain skills across development, cloud, data, AI, cybersecurity.
• Agile methods and extended teams speed time‑to‑market for critical applications.
• Managed services ensure ongoing optimisation and enhancement of bespoke systems.
• Consultative approach aligns technology with organisational goals and sector priorities.
• Delivers strategy, analytics, and AI innovation to strengthen data‑driven decisions.
• Modernises systems to optimise resources and improve outcomes for citizens.

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

Framework

G-Cloud 15

Service ID

475435179952794

Contact

Public Sector Tender Team
0344 846 3333
pstenderteam@insight.com

About the service

• Service categories:
  • Application Development and Deployment
    • Application development
      • Development languages, environments and tools
        • Development languages, environments and tools
      • Software construction components
        • Software construction components
      • Business rules management
        • Business rules management
      • Modelling and architecture
        • Object Modelling Tools
        • Enterprise Architecture Tools
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Community cloud
  • Hybrid cloud
• Service constraints: No
• System requirements: No particular system requirements

User support

• Email or online ticketing support: Yes
• Support response times: Insight aims to provide prompt ticket responses based on agreed SLAs. For weekdays, initial replies are typically within 1–4 hours, ensuring issues are acknowledged quickly. Weekend support is available for critical incidents, though response times may vary depending on priority and contractual terms. For clients with 24-hour support agreements, Insight offers round-the-clock coverage, ensuring urgent tickets are addressed promptly regardless of time or day. While exact timings depend on the specific SLA, Insights governance model prioritises timely communication, escalation, and resolution to maintain service continuity and meet public sector expectations for reliability and responsiveness.
• 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
• AI chatbot: No
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: N/A
• Onsite support: Yes
• Support levels: N/A
• Support available to third parties: No

Onboarding and offboarding

• Getting started: Insight follows a structured onboarding process designed to ensure smooth integration for both customers and their dedicated delivery teams. The process begins with a Discovery Phase, where Insight collaborates with the client to understand objectives, technical environments, governance requirements, and success criteria. This information is captured in an Onboarding Manifest, which includes project scope, communication plans, and escalation paths.; Next, Insight assigns a dedicated resource or team, carefully selected based on skills, experience, and cultural alignment. These resources undergo a detailed induction covering client systems, security protocols, and working practices. Insight uses standardised templates and health checks to validate readiness and ensure compliance with contractual and regulatory requirements.; Documentation and artefacts are shared via secure platforms such as Microsoft Teams and client portals, ensuring accessibility and transparency. Regular onboarding reviews and checkpoints are conducted to monitor progress and address any gaps promptly.; This structured approach guarantees that customers receive a fully integrated team equipped with the right tools, knowledge, and governance, enabling rapid mobilisation and reducing delivery risks. Insights onboarding process prioritises clarity, collaboration, and continuity, setting the foundation for successful long-term partnerships.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • ODF
  • PDF
• Documentation accessibility standard: WCAG 2.2 AA
• End-of-contract data extraction: N/A
• End-of-contract process: At the conclusion of a contract, Insight follows a structured and transparent handover process to ensure all applications and intellectual property (IP) are transferred securely and completely. This process begins with a handover plan, agreed upon with the client, detailing timelines, responsibilities, and deliverables. All source code, documentation, configuration files, and related artefacts are compiled and validated against contractual obligations.; Insight ensures that IP ownership is clearly transferred by delivering all assets in agreed formats, typically via secure repositories or encrypted file transfers. Comprehensive documentation, including architecture diagrams, deployment guides, and operational manuals, is provided to enable seamless continuity. Where applicable, Insight conducts knowledge transfer sessions with client teams, covering system functionality, maintenance procedures, and best practices.; For cloud-based or managed environments, Insight ensures credentials, access rights, and licences are handed over securely, with audit trails to confirm compliance. The process also includes final quality checks and sign-off from both parties to guarantee completeness and accuracy.; This structured approach minimises risk, ensures compliance, and empowers clients with full control over their applications and IP, supporting a smooth transition post-engagement.

Using the service

• Web browser interface: No
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: WCAG 2.2 AAA
• API: No
• Customisation available: No

Scaling

• Independence of resources: Insight prevents customer impact from competing demands through dedicated resource models, ensuring teams are not shared across projects. The Insight Way Framework provides structured governance, SCRUM-certified delivery leads, and customer success managers for focused attention. Additionally, the Advance Platform manages resource allocation, tracks skills, and mitigates risks through proactive planning and audits, guaranteeing continuity and prioritisation for every client.

Analytics

• Service usage metrics: Yes
• Metrics types: Insight provides customers with clear, measurable service metrics to ensure transparency and performance accountability. Key metrics include delivery velocity, tracking sprint progress and feature completion; quality indicators, such as defect density and test coverage; and resource utilisation, ensuring optimal team efficiency. We also measure SLA compliance, including response and resolution times, and customer satisfaction scores gathered through regular feedback loops. Additional metrics cover on-time delivery, budget adherence, and change request turnaround. These metrics are reported through dashboards and periodic reviews, enabling clients to monitor progress, validate outcomes, and maintain confidence in service excellence and continuous improvement.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Supplier type

• 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
  • European Economic Area (EEA)
• User control over data storage and processing locations: No
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least every 6 months
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Physical access control, complying with another standard
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Degaussing
  • Physical Destruction / Hardware containing data is completely destroyed
• Equipment disposal approach: A third-party destruction service

Data importing and exporting

• Data export approach: Users can export their data through a user-friendly interface that offers multiple options for format selection. The system supports exporting in open formats such as CSV and ODF, alongside other formats including XML, JSON, Excel (XLSX), TXT, SQL, Parquet, Avro, YAML, and HTML. This flexibility ensures that users can easily access and utilize their data in a manner that suits their needs, whether for analysis, reporting, or integration with other systems.
• Data export formats:
  • CSV
  • ODF
• Data import formats:
  • CSV
  • ODF

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
  • Legacy SSL and TLS (under version 1.2)
  • Other
• Other protection between networks: Insight protects data between the buyer’s network and its own using secure, modern protocols. Connections are established over private networks or approved public sector networks, ensuring compliance with security standards. All data in transit is encrypted using TLS version 1.2 or above, and IPsec or TLS VPN gateways provide additional secure tunnelling. Legacy SSL and TLS versions below 1.2 are strictly prohibited, eliminating vulnerabilities from outdated encryption. Other measures include strong authentication, continuous monitoring, and adherence to industry best practices for secure communication. This layered approach guarantees confidentiality, integrity, and resilience for sensitive data exchanges.
• Data protection within supplier network: IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: Our service guarantees a minimum availability of 99.9% as part of our Service Level Agreement (SLA). This commitment ensures that our clients experience minimal disruption and can rely on our services for their critical operations. In instances where we fail to meet this guaranteed level of availability, we provide a refund to users based on the duration of the outage. Specifically, for each hour of downtime beyond the 99.9% threshold, clients are entitled to a credit against their future billing, proportional to the extent of the service interruption. This guarantees accountability and reinforces our commitment to delivering reliable and resilient services to our public sector clients.
• Approach to resilience: Our service is designed with a multi-layered approach to resilience, ensuring continuous availability and minimal downtime. We utilise a robust data centre setup that includes geographically dispersed locations, allowing for redundancy and failover capabilities. Each data centre facility is equipped with redundant power supplies, cooling systems, and high-speed internet connections. This ensures that even in the event of a hardware failure or natural disaster, operations can seamlessly switch to a backup site.; ; Additionally, our infrastructure employs active-active configurations where applicable, providing real-time data replication and load balancing across multiple sites. Regular disaster recovery drills and maintenance checks are conducted to ensure systems are always prepared for unexpected events. ; ; We also implement comprehensive monitoring tools to proactively identify and address potential issues before they impact service availability. Our approach to resilience is continuously reviewed and updated to incorporate the latest industry best practices and technological advancements. For detailed information about our data centre setup and specific resilience strategies, please contact us directly.
• Outage reporting: Our service reports any outages through multiple channels to ensure transparency and timely communication. We provide a public dashboard that displays real-time status updates and historical outage reports, allowing users to monitor service availability. Additionally, we offer an API for integration with client systems, enabling automated tracking of service status and alerts. Users can also subscribe to email alerts that notify them immediately of any service disruptions or maintenance activities. This multi-faceted approach ensures that clients remain informed and can make informed decisions regarding their operations during outages.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • Username or password
  • Other
• Other user authentication: Insight enforces strong authentication measures to protect systems and data. All user access is controlled through role-based permissions and multi-factor authentication (MFA), ensuring identity verification beyond passwords. Authentication protocols include TLS 1.2 or higher for secure connections and integration with VPN gateways for remote access. Password policies mandate complexity, expiry, and encryption at rest and in transit. Legacy authentication methods are disabled to prevent vulnerabilities. Additionally, Insight uses centralised identity management with audit trails for compliance and monitoring. These measures align with public sector security standards, guaranteeing secure, verified access for all users across applications and infrastructure.
• Access restrictions in management interfaces and support channels: Insight enforces strict access controls across all management interfaces and support channels to maintain security and compliance. Access is granted on a least privilege basis, ensuring users only have permissions necessary for their role. Multi-factor authentication (MFA) and role-based access control (RBAC) are mandatory for administrative interfaces. Support channels are secured through authenticated sessions, encrypted communications, and identity verification before any action is taken. Legacy protocols are disabled, and all activities are logged for audit and compliance purposes. These measures align with public sector security standards, preventing unauthorised access and safeguarding sensitive systems and data.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • 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 have access to real-time audit information
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Software Security Code of Practice: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: Insight operates under a comprehensive security governance framework aligned with ISO 27001, GDPR, and UK public sector standards. Our policies cover key areas such as access control, encryption, vulnerability management, secure development, and incident response. These policies are documented, reviewed regularly, and communicated to all employees through mandatory training and compliance programmes.; The reporting structure includes a Chief Information Security Officer (CISO) who oversees security governance, supported by dedicated security leads embedded within delivery teams. Regular audits, risk assessments, and penetration tests ensure adherence to policies, while automated monitoring tools track compliance in real time.

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: Our configuration and change management processes involve meticulous tracking of service components throughout their lifecycle using a centralised configuration management database (CMDB). Each component is assigned a unique identifier for easy tracking. Changes are evaluated for potential security impact through a structured change assessment process, which includes security reviews, risk assessments, and stakeholder consultations. This ensures that all modifications are documented, approved, and implemented with minimal disruption while maintaining compliance with security protocols and best practices throughout the service delivery.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Our vulnerability management process includes regular assessments of potential threats through continuous monitoring and threat intelligence feeds. We deploy patches within 24 hours of identifying a critical vulnerability and within 72 hours for high-risk vulnerabilities. We gather information about emerging threats from reputable sources such as the National Cyber Security Centre (NCSC), vendor notifications, and industry-specific advisories to ensure our services remain secure and compliant with best practices.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Our protective monitoring process involves continuous monitoring of system logs and network traffic to identify unusual patterns that may indicate potential compromises. Upon detecting a potential compromise, we initiate an incident response protocol, which includes containment, investigation, and remediation steps. Our response time for critical incidents is within 30 minutes, ensuring swift action to mitigate risks and safeguard sensitive data. Regular reviews and updates of our monitoring tools and processes are conducted to adapt to emerging threats, ensuring a proactive approach to security.
• Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
• Post-quantum cryptography secure: Yes
• Incident management approach: Our incident management process includes predefined workflows for common events, ensuring rapid response and resolution. Users can report incidents through a dedicated support portal, email, or phone, enabling quick logging and tracking. We provide incident reports detailing the nature of the incident, actions taken, and resolution outcomes. These reports are shared with affected users and relevant stakeholders to maintain transparency and facilitate continuous improvement. Our approach aligns with best practices to ensure a structured response that minimises disruption and enhances service reliability.

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%

Standards and certifications

• ISO/IEC 27001 certification: Yes
• ISO/IEC 27001 accredited by: Atlas
• ISO/IEC 27001 accreditation date: Sunday 13 April 2025
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• ISO 9001 certification accredited by: Atlas
• ISO 9001 accreditation date: Tuesday 1 April 2025
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Cyber Essentials Certificate Number: Be7ce590-de10-486e-8431-2e10891a8979
• Cyber essentials plus: Yes
• Cyber Essentials Plus Certificate Number: Cd8b1a78-44c7-4bb0-84d6-59a7506f3bba
• Other security certifications: No

Social value

• Mission: Kick start economic growth:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

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