RMSI LIMITED

EASEMENT

An AI-driven easement digitization service that automatically extracts coordinates and distances from legacy PDF documents, generates accurate geospatial polygons, converts them into shapefiles, and overlays them on maps—reducing manual effort, errors, and turnaround time for easement mapping.

Features

• Automated Polygon creation
• Auto easement detection
• legal rights extraction
• Text extraction
• Text summarization

Benefits

• Automated Polygon Creation: Converts coordinates into accurate geospatial polygons.
• Auto Easement Detection: Automatically identifies easement areas and boundaries.
• Legal Rights Extraction: Extracts legal rights, restrictions, and obligations.
• Text Summarization: Summarizes lengthy legal documents clearly.
• Text Extraction: Extracts text from scanned and digital PDFs.

• Education pricing available
• Free trial 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 Rahul.Srivastava@rmsi.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

605061509216380

Contact

Rahul Srivastava
+447340720606
Rahul.Srivastava@rmsi.com

About your service

• Service categories:

  Application Development and Deployment

  Application platforms

  • Model driven application platforms
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: Accuracy of the result is depend on the quality of the input data
• System requirements:
  • GIS Platform: ArcGIS required for viewing and validating outputs.
  • Recommended Tool: ArcGIS Pro supports advanced editing and quality checks
  • Technology Stack: API-based solution built using open-source software.

User support

• Email or online ticketing support: Yes
• Support response times: Response times are met as per SLAs agreed with the customer.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 A
• Phone support: No
• Web chat support: Yes
• Web chat support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: WCAG 2.2 A
• Web chat accessibility testing: Compliance is based on our service management platform's native compliance with products like Slack and Teams.
• Onsite support: Yes, at extra cost
• Support levels: Premium Support (Optional):; 24×7 priority support, proactive monitoring, and escalation handling. Includes a dedicated Technical Account Manager / Cloud Support Engineer. Costed as a premium annual subscription.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: We support users through a structured onboarding process to ensure smooth adoption of the service. This includes initial setup assistance, API integration guidance, and configuration support tailored to the user’s GIS and document workflows.; ; We provide comprehensive user documentation, including API references, setup guides, and best-practice workflows. Online training sessions and walkthroughs are offered to demonstrate document ingestion, processing, and GIS integration.; ; Where required, we can provide remote or onsite training for administrators and end users, focusing on operational usage, validation of outputs, and troubleshooting. Ongoing support is available during early adoption to address queries and ensure successful deployment.; ; This approach enables users to quickly understand, configure, and operationalize the service with minimal disruption.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: At the end of the contract, users can extract their data through secure export mechanisms. All processed outputs—including documents, extracted text, metadata, coordinates, polygons, and shapefiles—can be downloaded via the API or secure file transfer in standard, open formats. Upon confirmation, data can be securely deleted from our systems.
• End-of-contract process: At the end of the contract, users retain full ownership of their data. As part of the contract price, users can export all processed data and outputs—including documents, extracted text, metadata, and GIS files—using standard formats via the API or secure transfer.; ; Basic offboarding support and data export are included at no additional cost. Secure deletion of customer data from our systems is performed upon request and confirmation.; ; Any additional services, such as extended data retention, large-scale historical reprocessing, custom migration assistance, or bespoke reporting, are offered as optional services and may incur additional costs based on scope and effort.
• Documentation accessibility standard: WCAG 2.2 AA

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: Yes
• Differences between the mobile and desktop service: NA
• Service interface: No
• User support accessibility: None or don’t know
• API: Yes
• What users can and can't do using the API: What users can do with the API; Users can securely set up the service by uploading documents and metadata. The API allows triggering automated text extraction, easement detection, and polygon generation. Users can configure processing parameters such as document type, coordinate format, and output format. Outputs including extracted text, summaries, coordinates, polygons, and shapefiles can be retrieved and integrated into GIS platforms and downstream systems.; ; How users can make changes through the API; Users can update processing configurations and re-run analyses as needed. Documents may be reprocessed using revised parameters or improved inputs, and updated outputs can be fetched after corrections or re-ingestion.; ; What users can’t do / limitations; Users cannot modify core AI/ML models or underlying algorithms, nor override built-in validation rules. Large-scale historical reprocessing may be subject to API rate limits. Final legal interpretation, validation, and approval of outputs remain the user’s responsibility.
• API documentation: Yes
• API documentation formats: Open API (also known as Swagger)
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Service Customisation; ; What can be customised; Users can request customisation of document types, extraction rules, output formats (text, GIS layers, shapefiles), coordinate systems, validation checks, and integration workflows with existing GIS platforms.; ; How users can customise; Customisation is provided on request. Requirements are discussed, configured, and implemented by our technical team using configurable APIs and modular processing components.; ; Who can customise; Customisation is performed by our authorised technical team in collaboration with the customer. End users consume the customised service through standard APIs and GIS tools.

Scaling

• Independence of resources: Independence of resources :; We ensure users aren’t affected by others’ demand through resource isolation, auto-scaling, and rate limiting. Each user’s workloads are logically separated, preventing interference. Our infrastructure scales dynamically based on individual usage, and quotas prevent any single user from overwhelming shared resources. For critical workloads, dedicated resources can be provisioned. Continuous monitoring allows proactive detection and mitigation of performance issues, ensuring consistent, reliable service for all users.

Analytics

• Service usage metrics: Yes
• Metrics types: We provide detailed service usage metrics including:; ; API call counts: Total number of requests made over a period.; ; Latency metrics: Average and percentile response times for requests.; ; Error rates: Number and percentage of failed requests.; ; Data usage: Amount of data processed or returned per request.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

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
  • European Economic Area (EEA)
• 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 every 6 months
• Penetration testing approach: ‘IT Health Check’ performed by a CHECK service provider
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• 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
  • Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Users export their data through secure, API-based export endpoints or secure file transfer. Data is provided in standard, open formats—including text files, structured metadata, and GIS outputs such as shapefiles—enabling easy integration into external systems and long-term storage.
• Data export formats:
  • CSV
  • Other
• Other data export formats: .pdf
• Data import formats:
  • CSV
  • Other
• Other data import formats: .pdf

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: Guaranteed availability; We guarantee 99.9% service availability per calendar month, excluding planned maintenance and events outside our reasonable control. Availability is measured at the service endpoint level and continuously monitored.; ; If availability falls below the guaranteed level, customers are eligible for service credits based on the extent of the shortfall. Credits are calculated as a percentage of the monthly service fee and are applied to the next billing cycle. The credit structure is clearly defined in the Service Level Agreement (SLA).; ; Planned maintenance is communicated in advance, scheduled during low-usage periods where possible, and does not count toward SLA calculations. We also implement redundancy, automated failover, and proactive monitoring to minimize downtime and ensure rapid recovery.; ; This approach ensures predictable service reliability, transparency, and fair compensation if guaranteed availability is not met.
• Approach to resilience: Approach to resilience; Our service is designed for high resilience through redundancy, fault isolation, and automated recovery. Core components are deployed across multiple availability zones to eliminate single points of failure. Services are stateless where possible, enabling rapid restart and horizontal scaling during failures or demand spikes.; ; Data is protected through replication, regular backups, and tested restore procedures to ensure continuity and recoverability. Continuous health monitoring and automated alerts enable rapid detection and resolution of incidents.; ; Our datacentre setup is resilient by design, with redundant power, cooling, networking, and physical security controls, aligned with recognised industry standards. Disaster recovery plans are in place and regularly reviewed to support service restoration within defined recovery objectives.; ; Additional technical and architectural details can be provided on request to support assurance and security reviews.
• Outage reporting: Our service reports outages through multiple transparent communication channels to ensure users are promptly informed.; ; We provide a public service status dashboard that shows real-time availability, incident details, and historical uptime information. An API endpoint is available for programmatic access to service status and incident updates, enabling integration with customer monitoring tools. In addition, email alerts are automatically sent to registered contacts for incident notifications, progress updates, and resolution confirmations.; ; Outages are detected through continuous monitoring and health checks. Once an incident is identified, status updates are published promptly and refreshed regularly until full service restoration. Post-incident summaries, including root cause and corrective actions, are shared to maintain transparency and support continuous improvement.; ; This multi-channel approach ensures timely visibility, clear communication, and minimal operational impact for users.

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)
  • Username or password
• Access restrictions in management interfaces and support channels: Access restrictions in management interfaces and support channels; Access to management interfaces and support channels is strictly controlled using role-based access controls (RBAC) and least privilege principles. Administrative accounts require multi-factor authentication (MFA) and are logged for audit purposes. Support personnel access is restricted to ticketed requests and time-limited sessions, ensuring no unauthorized changes. All actions are monitored, logged, and reviewed regularly. Privileged operations undergo approval workflows, and temporary elevated access is granted only when necessary, reducing the risk of misuse while maintaining operational efficiency and security.
• 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)
  • 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: User-defined

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards:
  • CSA CSM version 4.0
  • ISO/IEC 27001
• Information security policies and processes: We follow a comprehensive set of information security policies aligned with ISO/IEC 27001 and industry best practices. These include access control, data protection, incident management, vulnerability management, secure development, and business continuity policies.; ; Security governance is overseen by a board-level executive responsible for service security. Day-to-day implementation is managed by a dedicated security function, with clear escalation and reporting lines to senior management and the board.; ; Policy compliance is ensured through mandatory staff training, role-based access controls, regular risk assessments, internal audits, and independent security reviews. Security incidents and non-compliance are formally reported, tracked, and remediated. Continuous monitoring and periodic policy reviews ensure controls remain effective and aligned with evolving threats and regulatory 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: Configuration and change management approach; We manage configuration and change using recognised industry standards. All service components are uniquely identified and tracked through their lifecycle using configuration records covering versioning, ownership, and dependencies. Changes follow a controlled process with logging, approval, testing, and rollback planning. Each change is assessed for security impact, including risks to confidentiality, integrity, and availability. High-risk changes require security review and audit logging to ensure operational security and compliance.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Vulnerability management approach; We continuously assess threats using automated vulnerability scanning, risk-based analysis, and security reviews across infrastructure and applications. Patches are prioritised by severity, with critical vulnerabilities remediated as quickly as possible following testing and change approval. Threat intelligence is sourced from trusted industry feeds, security advisories, vendor notifications, and independent security assessments, ensuring timely awareness and response to emerging risks.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Protective monitoring approach; We use continuous logging, automated alerts, and anomaly detection to identify potential compromises across infrastructure and applications. Security events are analysed in real time and escalated through a defined incident response process. Confirmed incidents trigger immediate containment, investigation, and remediation actions. Response times are prioritised by severity, with critical incidents addressed as soon as they are detected to minimise impact and restore service quickly.
• 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: Incident management approach; We follow pre-defined incident response processes for common events, covering detection, escalation, containment, investigation, and remediation. Users can report incidents via dedicated email, portal, or support channels. After resolution, we provide detailed incident reports including root cause, impact, and corrective actions to ensure transparency and continuous improvement.
• Post-quantum cryptography secure: Yes

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: Yes
• Description of free trial: The free version includes core features, basic support, and access to standard tools. Advanced features, premium support, and higher usage limits are not included. The free trial is available for a limited period of 30 days, allowing users to fully evaluate the service before purchase.
• Link to free trial: NA

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

• Less than £250,000: 3%
• Between £250,000 and £500,000: 5%
• Between £500,001 and £1,000,000: 7.5%
• Between £1,000,001 and £2,500,000: 10.5%
• Between £2,500,001 and £5,000,000: 14%
• Over £5,000,001: 17.5%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Bsi
• ISO/IEC 27001 accreditation date: Monday 23 September 2024
• 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: TUV NORD
• ISO 9001 accreditation date: Wednesday 24 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: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Cyber essentials plus: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

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

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

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

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

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

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

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

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

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

  • Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero

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

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

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

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

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

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

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

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

  • Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.

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

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

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

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