PAYBLE PTY LTD

Payble Pro (Platform)

Payble is a cloud-based digital payments platform for public sector organisations. It enables citizens to make one-off or recurring payments, set up direct debits and payment arrangements, and manage schedules online. The service integrates with back-office systems to automate reconciliation, reporting, and customer communications.

Features

• Online one-off and recurring payments via card and direct debit
• Self-service direct debit setup and schedule management
• Real-time balance retrieval from integrated back-office systems
• Automated payment retries, rebalancing, and customer notifications
• QR code and secure link payment access
• Configurable payment rules aligned to organisational policy
• Automated reconciliation and transaction reporting
• Role-based admin access with audit logging
• API-based integration with finance and billing systems
• Secure cloud hosting with encryption in transit and at rest

Benefits

• Reduce manual payment processing and administration effort
• Improve payment success rates through automation and reminders
• Enable citizens to manage payments without staff assistance
• Provide real-time visibility of balances and payment status
• Support flexible payment options while maintaining policy control
• Reduce errors through automated reconciliation and posting
• Increase digital uptake via mobile-friendly, QR-based access
• Improve customer experience with clear confirmations and receipts
• Maintain strong governance, auditability, and security controls
• Scale easily across multiple revenue types and services

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 elliott@payble.com.au. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

557868597291510

Contact

Elliott Donazzan
+61450907767
elliott@payble.com.au

About your service

• Service categories:

  Application Development and Deployment

  Software quality and life cycle

  • Software change, configuration and process management
• 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: Integrates with finance, billing, and ERP systems via secure APIs, while operating as a standalone cloud payment service.
• Cloud deployment model: Public cloud
• Service constraints: The service is delivered as a standard SaaS offering and does not require specialist hardware or software. Planned maintenance is scheduled outside UK business hours where possible and communicated in advance. Integration with customer systems depends on the availability of secure interfaces or data feeds. Configuration is provided within the standard platform, and bespoke development may be offered as a service where required.
• System requirements: Requires secure access to customer finance or billing systems

User support

• Email or online ticketing support: Yes
• Support response times: Support requests submitted via email or the online ticketing system are acknowledged within one business day during UK business hours. Requests are triaged on receipt and prioritised based on severity and impact. High-priority or service-affecting issues receive expedited responses. Weekend and public holiday coverage is provided for critical incidents only, with standard enquiries responded to on the next business day.
• 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
• Support levels: Payble provides a standard support service included within the subscription cost. This includes access to email and online ticketing support during UK business hours (9am–5pm, Monday to Friday), with requests triaged and prioritised based on severity and impact. Phone support is available for urgent or escalated issues within the same hours. Weekend and public holiday support is provided for critical, service-affecting incidents only.; ; Each customer is assigned a named Account Manager who acts as the primary point of contact for service management, escalation, and coordination of support activities. Technical support is delivered by experienced support engineers familiar with the platform and its integrations.; ; Enhanced support options can be agreed if required, including extended hours coverage, increased service review cadence, or additional onboarding and training. These options are provided at an additional cost and are scoped and priced on request. Onsite support, workshops, and training can also be provided at an additional cost.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Payble supports customers through a structured onboarding and implementation process. This includes initial discovery to confirm requirements, configuration of the service, and integration with existing finance or billing systems where required. Customers are supported through testing and go-live to ensure a smooth transition.; ; Users are provided with online documentation and guidance covering day-to-day use of the service, administration, and reporting. Remote training sessions are delivered as part of onboarding to ensure administrators and support staff are confident using the platform.; ; Ongoing support is provided through email, online ticketing, and phone support during UK business hours. Additional training, workshops, or onsite sessions can be provided where required at an additional cost.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: At the end of the contract, customers can request an export of their data in a commonly used, machine-readable format. This includes transactional records, payment schedules, audit logs, and configuration data relevant to the customer’s use of the service. Data extracts are provided securely via agreed transfer methods.; ; Where required, Payble supports data extraction through standard reporting tools or via the service API, subject to access controls and security requirements. Requests for data extraction are coordinated with the customer to confirm scope, format, and timing.; ; Data extraction support is provided as part of the off-boarding process. Additional assistance, bespoke extracts, or extended access periods can be agreed if required and may be subject to additional cost.
• End-of-contract process: At the end of the contract, access to the service is maintained for an agreed notice period to allow customers to complete data extraction and transition activities. Standard data extraction, as described in the service listing, is included in the contract price.; ; Following confirmation that data extraction has been completed, the service is deactivated and customer data is securely deleted in accordance with Payble’s data retention and destruction policies, unless otherwise required by law.; ; Additional support beyond the standard off-boarding process, such as bespoke data extracts, extended access periods, or assistance with migration to alternative systems, can be provided if requested and is subject to additional cost. Any additional services are scoped and agreed with the customer in advance.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
  • Other
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The service uses a responsive, mobile-first design and is accessed through a web browser. Core functionality is the same across mobile and desktop devices, including payments, schedule management, and notifications. On mobile devices, layouts are optimised for touch interaction and readability, while some administrative or reporting views are presented in a simplified format to suit smaller screens.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: The service is accessed through a secure, browser-based interface. It provides a user-facing interface for customers to make payments, manage schedules, and view confirmations, and an administrative interface for authorised staff to configure rules, view reports, manage exceptions, and access support. The interface is responsive and designed for use across desktop and mobile devices without requiring additional software.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Accessibility is considered throughout the design and development of the service. The interface is tested against WCAG 2.2 AA success criteria using a combination of automated accessibility testing tools and structured manual testing. This includes testing with screen readers, keyboard-only navigation, colour contrast validation, and responsive layout behaviour.; ; Accessibility findings are logged and addressed as part of regular release cycles. Accessibility improvements are prioritised alongside functional enhancements, and feedback from customers and users, including those using assistive technologies where available, is incorporated to continually improve usability.
• API: Yes
• What users can and can't do using the API: The service provides a secure, REST-based API to support integration with customer finance, billing, and case management systems. Through the API, authorised systems can retrieve account balances, submit payment instructions, create or update payment schedules, receive payment and status updates, and support reconciliation and reporting processes.; ; Initial service setup and configuration is performed through the service interface. The API is used after setup to automate operational data exchange between systems, rather than to configure the service itself.; ; The API is designed to automate data exchange and reduce manual processing, rather than replace the user interface. Core service configuration, policy rules, approval workflows, and administrative settings are managed through the service interface to maintain governance and audit controls.; ; API access is authenticated and role-restricted. Usage is subject to agreed integration scope, rate limits, and security controls. The API does not support unrestricted configuration changes or bypassing approval or governance workflows defined by the customer.
• API documentation: Yes
• API documentation formats: Open API (also known as Swagger)
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: The service is configurable through the administrative interface without requiring bespoke development. Designated customer administrators with appropriate permissions can customise payment options, schedules, retry rules, approval workflows, notification content and timing, user roles and permissions, and organisational branding. Configuration also includes enabling or disabling features and setting policy rules in line with organisational requirements.; ; Customisation is performed through secure, role-based access within the service interface. Changes can be made by authorised customer administrators and take effect immediately or at defined points in the payment cycle, depending on the configuration.; ; The service does not support customer-written code or unrestricted configuration that bypasses governance controls. Where additional configuration or onboarding support is required, this is provided by Payble as part of implementation or support services.

Scaling

• Independence of resources: The service is delivered on scalable cloud infrastructure designed to support multi-tenant usage. Resources are monitored continuously and scaled to meet demand, ensuring consistent performance for all users. Logical separation of customer data and workloads prevents one customer’s activity from impacting others. Capacity planning, performance monitoring, and rate limiting are used to manage peak usage and maintain service availability.

Analytics

• Service usage metrics: Yes
• Metrics types: The service provides usage and operational metrics including transaction volumes and values, payment success and failure rates, retry outcomes, active payment schedules, and channel usage. Metrics also include reconciliation status, notification delivery status, and administrative user activity. These metrics support operational monitoring, reporting, and continuous improvement of payment processes.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Baseline Personnel Security Standard (BPSS)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
  • Other locations
• User control over data storage and processing locations: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest:
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • 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:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure

Data importing and exporting

• Data export approach: Users can export their data through standard reporting tools within the service or by requesting a secure data export. Data can also be retrieved programmatically via the service API, subject to role-based access controls and permissions.; ; Exports are provided in agreed formats and transferred securely. The export process supports routine reporting as well as full data extraction when required, including at contract end.
• Data export formats: CSV
• Data import formats: CSV

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: The service is designed for high availability and is delivered on resilient cloud infrastructure. Payble targets a monthly service availability of 99.9%, excluding planned maintenance. Availability is measured on a calendar-month basis.; ; Planned maintenance is scheduled outside UK business hours wherever possible and communicated in advance. Unplanned service interruptions are monitored and managed in line with incident management procedures.; ; Where service availability falls below the stated target in a given month, service credits may be applied in accordance with the contract terms. Service credits are calculated as a percentage of the affected monthly service fees and represent the customer’s primary remedy for failure to meet the availability target.; ; Further details on availability measurement, exclusions, and remedies are set out in the service agreement.
• Approach to resilience: The service is hosted on resilient cloud infrastructure designed for high availability. Data is regularly backed up and stored securely to support recovery in the event of system failure. The platform is designed to scale to meet changes in demand and maintain availability during peak usage periods. Resilience is supported by operational processes including incident management, change control, and periodic testing of backup and recovery procedures.
• Outage reporting: Service availability is continuously monitored by the operations team. In the event of a service outage or significant degradation, affected customers are notified by email with details of the issue, expected impact, and progress updates. Updates are provided at appropriate intervals until the issue is resolved.; ; Outages and incidents are managed through established incident management processes, including investigation, resolution, and post-incident review where appropriate. Customers can also contact support via the ticketing system or phone for updates during an incident. The service does not currently provide a public status dashboard or outage reporting API. Where required, incident summaries can be provided on request following resolution.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Username or password
• Access restrictions in management interfaces and support channels: Access to management interfaces is restricted to authorised users through role-based access controls and least-privilege principles. Administrative access is limited to approved personnel and protected by multi-factor authentication. Access to support channels is restricted to authenticated or verified customer contacts, and access to management functions and administrative actions are logged and subject to periodic review.
• Access restriction testing frequency: At least every 6 months
• 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: 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 receive audit information on a regular basis
• 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
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: Payble maintains documented information security policies and procedures aligned with ISO/IEC 27001 and assessed through independent audits, including SOC 2 Type II. Policies cover areas including access control, incident response, change management, vulnerability management, data handling, and supplier security. Security incidents and vulnerabilities are managed through established incident response and change management processes, including logging, investigation, remediation, and post-incident review where appropriate. Audit logging and monitoring are used to support accountability and ongoing assurance. Payment card data is handled in accordance with PCI DSS requirements.
• 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: The service operates under a controlled configuration and change management process. Service components, configurations, and integrations are version controlled and tracked throughout their lifecycle. Changes are proposed, reviewed, and approved through defined change procedures before deployment.; ; All changes are assessed for potential security, performance, and availability impacts. Security-relevant changes are reviewed as part of the release process, with testing completed prior to production deployment. Changes are deployed using controlled release practices, with continuous monitoring and defined rollback procedures in place to quickly identify, mitigate, and recover from any issues following implementation.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: The service operates a structured vulnerability management process aligned with recognised security standards and assessed through SOC 2 Type II audits. Potential threats are identified through regular vulnerability scanning, independent penetration testing, and review of trusted security advisories from vendors and industry sources. Vulnerabilities are assessed and prioritised based on risk and impact. Critical issues are remediated as a priority through controlled change management, with patches deployed as soon as practicable (and with urgency).
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: The service uses continuous protective monitoring, including automated alerts, centralised log collection, log analysis, and access monitoring, to identify potential compromises. Alerts and anomalous activity are triaged by severity. Suspected security incidents are investigated promptly in line with documented incident response procedures, with containment and remediation actions taken where required. Critical incidents are escalated and responded to as a priority, with response actions coordinated through established on-call and change management processes.
• 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: The service uses predefined incident management processes for common operational and security events. Incidents are logged, assessed, and prioritised based on severity and impact. Users can report incidents via the support ticketing system or through established customer contact channels. Incident response and resolution activities are tracked, and incident summaries are provided to affected customers where appropriate following resolution.
• 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: No
• Free trial available: No

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

• Less than £250,000: 0%
• Between £250,000 and £500,000: 10%
• Between £500,001 and £1,000,000: 15%
• Between £1,000,001 and £2,500,000: 20%
• Between £2,500,001 and £5,000,000: 25%
• Over £5,000,001: 30%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: INTERCERT
• ISO/IEC 27001 accreditation date: Sunday 14 December 2025
• What the ISO/IEC 27001 doesn’t cover: Payble’s ISO/IEC 27001:2022 certification covers the information security management system supporting the delivery of Payble’s products and services, including systems, infrastructure, operations, and business functions that handle customer and business data.; ; The certification does not extend to customer-managed environments, third-party systems outside Payble’s control, or external services not formally included within the certified scope. It also does not cover end-user devices, customer internal networks, or configurations implemented by customers outside the Payble platform.; ; Where third-party service providers are used (such as cloud infrastructure or payment processors), their security controls are governed by their own certifications and contractual assurances rather than directly by Payble’s ISO/IEC 27001 certification.
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: Yes
• Who accredited the PCI DSS certification: ACCRIC INFOTEK PRIVATE LIMITED
• PCI DSS accreditation date: Monday 12 January 2026
• What the PCI DSS doesn’t cover: Payble’s PCI DSS certification covers the systems, applications, and processes within Payble’s control that are involved in the secure handling, transmission, and processing of cardholder data.; ; The certification does not extend to customer-managed environments, end-user devices, customer internal networks, or third-party systems that are not part of Payble’s PCI DSS assessed scope. This includes external payment gateways, acquiring banks, and payment processors, which are responsible for maintaining their own PCI DSS compliance.; ; Where Payble integrates with third-party payment service providers, security responsibilities are shared and governed by contractual agreements and the respective PCI DSS certifications of those providers.
• Cyber essentials: No
• Cyber Essentials Alternative: None of the criteria
• Cyber essentials plus: No
• Cyber Essentials Alternative: None of the criteria
• Other security certifications: Yes
• Any other security certifications: SOC 2 Type 2

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
    • 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 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 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
    • 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 elliott@payble.com.au. Tell them what format you need. It will help if you say what assistive technology you use.