DELOITTE LLP

AI & Agentic Automation for Policing Productivity

Deloitte delivers leading AI & Agentic Automation solutions, transforming UK policing operations to enhance productivity, reduce costs, and maximise value. Our proven experience in UK policing, from strategy to managed services, directly supports ongoing reforms. We offer end-to-end expertise, driving digital transformation for forces.

Features

• AI/Automation strategy and vision for national policing.
• Policing AI/Automation delivery roadmaps: local, regional, national.
• Identify, prioritise, develop AI use cases driving policing value.
• AI business case development and process discovery.
• AI/Automation market analysis and Cloud/Software vendor support.
• Technical delivery of AI solutions using leading vendors.
• Advanced AI methods: Gen AI, LLM Ops, data-centric AI.
• Trustworthy AI: ethical frameworks, controls, regulatory compliance.
• Readiness assessments, architecture, operating model re-design for AI.
• Build AI capability: training, communication, workforce change.

Benefits

• Boosts policing productivity and operational efficiency.
• Reduces costs, maximising value for public money.
• Delivers strong return on investment for policing technology.
• Enhances policing accuracy and reliable decision-making.
• Minimises operational risks and human errors in policing.
• Frees skilled officers for critical, front-line duties.
• Fosters innovation, learning, and creativity within the force.
• Delivers customised, personalised outputs for targeted policing.
• Ensures 24/7 operational availability for continuous support.
• Builds vital AI/Automation skills, future-proofing your police force.

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

Framework

G-Cloud 15

Service ID

627377585045942

Contact

Donna Farrell
0207 303 0913
publicsectorbidteam@deloitte.co.uk

About your service

• Service categories:

  Application Development and Deployment

  AI platforms

  AI life cycle

  • Trustworthy AI Software

  AI software services

  • Conversational AI Software Services
  • Computer Vision AI Software Services
  • Generative AI Software Services
  • Document AI Software Services
  • Personalize AI Software Services
  • Forecast AI Software Services
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: UK policing buyers must consider several constraints when implementing AI and Agentic Automation. Legacy policing systems often present compatibility challenges, necessitating careful integration. Secure access to sensitive policing data is paramount, adhering strictly to GDPR and confidentiality. Sufficient, often synthetic, test data is crucial for robust solution validation. Dedicated operational capacity, skilled personnel, and robust ICT infrastructure are vital. Furthermore, regulatory compliance, accreditation, penetration testing, and ethical AI frameworks are non-negotiable for policing deployments, ensuring alignment with national policing strategies.
• System requirements:
  • Access to cloud platforms like AWS, Azure, or GCP.
  • Licences for AI tools like OpenAI, Azure, AWS, or GCP.
  • Modern ICT infrastructure with sufficient processing and storage capacity.
  • Secure virtual machines with up-to-date antivirus software installed.
  • Access to clean, structured, and relevant organisational data sources.
  • Integration capability with existing legacy systems and applications.
  • Compliance with policing standards, e.g. AI covenant
  • Secure network connectivity for cloud-based AI and automation tools.
  • User devices with compatible operating systems and software versions.

User support

• Email or online ticketing support: Yes
• Support response times: We have a range of support and service management offerings available, ranging from 24/7 support through to upskilling the buyer's organisation in how to be self-sufficient in managing the solutions going forward. We would work with you to define the appropriate support required, including SLAs, response times, and KPIS.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AAA
• Phone support: No
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: Support available in various levels, from office hours only, to 24/7. Service desk, email, and phone support are available, and prices will be determined as part of the overall engagement, as they are bespoke for each client.
• Support available to third parties: No

Onboarding and offboarding

• Getting started: Deloitte helps users start using our service through a tailored onboarding process. We run AI labs and discovery activities to identify organisational needs and co-create bespoke solutions. Training is provided through onsite workshops, online sessions, and tailored materials, including user guides and video tutorials. Knowledge transfer sessions build AI fluency and organisational capability. Our collaborative approach ensures seamless integration with existing systems, supported by customised documentation and ongoing guidance. Post-implementation, we offer support services and regular updates to ensure continued success.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • ODF
  • PDF
• End-of-contract data extraction: Data extraction at the end of the contract depends on the delivered solution, hosting arrangements, and specific use case. Data can be exported in standard formats, such as CSV or JSON, or through APIs, depending on system configurations. For hosted solutions, we collaborate with users to facilitate seamless data transfer to their chosen environment. Detailed documentation and guidance are provided to ensure a smooth transition. Our approach is flexible and tailored to meet organisational requirements, ensuring compliance with data protection and security standards.
• End-of-contract process: At the end of the contract, Deloitte ensures a smooth transition through exit planning conducted during the project. This includes data extraction, knowledge transfer, and documentation to support ongoing operations. Post-go-live support options, such as managed services or additional training, can be agreed upon based on organisational needs. Included in the contract price are core deliverables such as initial implementation, training, and standard documentation. Additional costs may apply for extended post-contract support, enhanced customisation, or further development. Our approach is flexible and tailored, ensuring all exit activities align with the agreed scope and the client’s long-term objectives.
• Documentation accessibility standard: WCAG 2.2 AAA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Our solutions are designed to be fully compatible across applications, both mobile and desktop.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AAA
• Description of service interface: The availability of a service interface depends on the specific use case. AI and automation solutions can integrate seamlessly with existing systems, operating in the background to enhance processes without requiring a new interface. Alternatively, where user interaction is necessary, a customised user interface can be developed to meet specific organisational needs. This may include intuitive dashboards or new user interfaces for monitoring, managing, and interacting with solutions. Regardless of the approach, all interfaces are designed to comply with data protection regulations and ensure secure access.
• Accessibility standards: WCAG 2.2 AAA
• Accessibility testing: Interface testing with users of assistive technology is conducted to ensure accessibility and usability for all individuals, including those with disabilities. This involves testing compliance with accessibility standards such as WCAG and ensuring compatibility with assistive tools like screen readers, voice recognition software, and alternative input devices. User testing sessions are conducted with individuals who rely on these technologies to identify and address potential barriers. Feedback is incorporated to optimise the interface for clarity, navigation, and functionality. Additionally, automated accessibility testing tools are used to validate compliance, ensuring the interface is inclusive and meets UK policing requirements.
• API: No
• Customisation available: Yes
• Description of customisation: Customisation of our service is highly use case dependent and achieved through collaborative design with users. Elements that can be customised include workflows, user interfaces, data integrations, reporting dashboards, and automation processes. Users can customise the service by working closely with our team during workshops, where we co-design solutions tailored to their specific needs and organisational goals. Customisation is facilitated through configuration options, low-code platforms, and integration with existing systems. Customisation can be performed by designated users, such as ICT teams, process owners, or business analysts, with support from our experts to ensure alignment with organisational requirements and objectives.

Scaling

• Independence of resources: Deloitte ensures users aren’t impacted by others’ demand through tailored solutions and resource allocation. Services are designed to meet specific client needs, with dedicated resources and scalable infrastructure to handle varying workloads. For hosted solutions, capacity planning and monitoring ensure consistent performance. Collaborative planning mitigates risks, maintaining service quality and reliability.

Analytics

• Service usage metrics: Yes
• Metrics types: Service metrics provided depend on the solution and client requirements. Deloitte offers tailored reporting, including system performance, uptime, process efficiency, and user adoption rates. Metrics may include automation success rates, cost savings, error reduction, and productivity improvements. Custom dashboards and regular reports ensure transparency, enabling clients to track progress and measure value delivered.
• 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
• 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
• 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 importing and exporting

• Data export approach: Data export depends on the solution, hosting, and use case. Data can be exported in standard formats (e.g., CSV, JSON) or via APIs. Exit planning includes tailored guidance and documentation to ensure seamless, compliant data transfer to the client’s environment.
• Data export formats: CSV
• Data import formats: CSV

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: Deloitte works collaboratively with clients to agree on service requirements and establish tailored Service Level Agreements (SLAs) upfront, including availability targets. SLAs typically cover system uptime, response times, and issue resolution. For hosted solutions, we ensure robust infrastructure and monitoring to maintain agreed availability levels. If SLAs are not met, remedies, including potential service credits or refunds, can be agreed upon as part of the contract. Our proactive approach to capacity planning and performance monitoring ensures minimal disruption, and we work closely with clients to address any issues promptly, ensuring service reliability and alignment with organisational needs.
• Approach to resilience: Deloitte’s services are designed with resilience in mind, tailored to client needs. We leverage robust cloud platforms like AWS, Azure, and GCP, ensuring high availability and disaster recovery capabilities. Solutions include redundancy, failover mechanisms, and secure data backups. Collaborative planning with clients ensures alignment with organisational resilience requirements, minimising potential disruptions.
• Outage reporting: Deloitte’s service reporting is tailored to client requirements, ensuring transparency. Outages are communicated through agreed channels, such as email alerts, incident reports, or client-specific dashboards. For hosted solutions, we can provide real-time monitoring via a public dashboard or API, depending on the solution. Additionally, we can also work with forces to utilise existing services for reporting, such as the National Management Centre (NMC).

Identity and authentication

• User authentication needed: Yes
• User authentication: Multi-Factor Authentication (MFA)
• Access restrictions in management interfaces and support channels: Deloitte ensures restricted access to management interfaces and support channels through robust security measures. Access is role-based, with permissions granted only to authorised personnel. Multi-factor authentication (MFA) and secure login protocols are implemented to prevent unauthorised access. Support channels are monitored, and access is limited to verified users, ensuring data confidentiality and security.
• Access restriction testing frequency: At least every 6 months
• Management access authentication: Multi-Factor Authentication (MFA)

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: User-defined
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: User-defined
• 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: ISO/IEC 27001
• Information security policies and processes: Deloitte’s Information Security Management System (ISMS) aims to define, implement, monitor, and continuously improve information security in line with ISO27001:2022 and Deloitte's standards. This ensures appropriate levels of Confidentiality, Integrity, and Availability of information while achieving strategic security objectives. These objectives are outlined in the Security Policy and ISMS Manual, aligning with the firm’s Ambition and Purpose. Confidentiality, Privacy, and Security objectives are set by the Security Partner, agreed upon with the Managing Partner for Quality, Risk & Security, and tracked annually. Deloitte’s cybersecurity framework follows industry standards (e.g., COBIT, NIST, ISO 27001:2022) and focuses on four domains: Secure (risk-focused controls), Vigilant (threat detection and response), Resilient (incident management and recovery), and Governance (policies and procedures). The Deloitte Business Security team, as the second line of defence, includes Governance Risk & Compliance, Data Privacy, Cyber Risk, and other specialised teams. The first line Cybersecurity function, led by the UK CISO, manages cyber and technology controls. A Data Protection Officer and Data Privacy team ensure compliance with data protection laws, with annual reviews reported to the Chief Risk Officer. Deloitte prioritises security through training, audits, monitoring, and disciplinary measures, embedding a culture of protection to safeguard client data.
• 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: Deloitte’s configuration and change management processes are tailored to client roles, hosting arrangements, and ownership models. We work collaboratively with clients to define processes that align with their requirements. Service components are tracked throughout their lifecycle using agreed tools and methods. Changes are assessed with the client for potential security impacts, including risk analysis and mitigation strategies. All changes are subject to client-defined governance, with approvals and testing conducted before implementation. Documentation and communication are customised to client needs, ensuring transparency and alignment.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Deloitte’s vulnerability management process is tailored to client roles, hosting, and ownership, ensuring alignment with organisational needs. We help securely design solutions using a Secure by Design methodology, embedding security controls from the outset. Potential threats are assessed through regular vulnerability scans, risk assessments, and threat intelligence from trusted sources, including industry bodies and security vendors. We work with clients to define required ongoing cyber roles and responsibilities. Patch deployment timelines are agreed upon collaboratively, prioritising critical vulnerabilities for immediate action.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Deloitte’s protective monitoring processes are tailored for UK policing, aligning with their specific security requirements and hosting. We design secure AI/Automation solutions using a 'Secure by Design' methodology, defining ongoing monitoring roles collaboratively. Potential compromises are identified via continuous monitoring, advanced threat detection, and security log analysis. When detected, we execute agreed incident response plans with policing clients, covering containment, investigation, and remediation. This can be integrated with existing policing services, like the National Management Centre (NMC), for coordinated threat intelligence and response. Incident severity dictates prioritised response times, ensuring swift risk mitigation and service integrity.
• 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: Deloitte’s incident management processes depend on ownership of ongoing service management. For managed services, we use pre-defined processes for common events, aligned with industry best practices and tailored to client needs. Users can report incidents through agreed channels. For client-managed services, we collaborate to define incident management processes and provide guidance as needed. Incident reports, including details of the issue, actions taken, and preventative measures, are provided in agreed formats. Our approach ensures effective incident resolution, transparency, and continuous improvement, regardless of the management model in place.
• 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: Yes
• Connected networks: Public Services Network (PSN)

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: 0%
• Between £500,001 and £1,000,000: 0%
• Between £1,000,001 and £2,500,000: 0%
• Between £2,500,001 and £5,000,000: 0%
• Over £5,000,001: 0%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: BSI Assurance UK Limited
• ISO/IEC 27001 accreditation date: Tuesday 1 April 2025
• What the ISO/IEC 27001 doesn’t cover: The scope of the Information Security Management System is limited to the scope of Deloitte LLP and its subsidiaries in the UK, Gibraltar, Switzerland and Liechtenstein.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: BSI Assurance UK Limited
• ISO 9001 accreditation date: Wednesday 4 December 2024
• What the ISO 9001 doesn’t cover: The scope of the Quality Management System is limited to the scope of management consulting services delivered by the Technology and Transformation (T&T) Service Line of Deloitte LLP using the legal entity of Deloitte MCS Ltd. The scope of services includes, but is not limited to, the following offering portfolios: Enterprise, Technology & Performance; Human Capital; Customer; and Engineering AI & Data
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 078fca37-4815-4d81-88f9-985ed3a32ba6
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 9cfeb0a7-5284-4efd-b8c6-a6fdd0d09dd6
• 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 publicsectorbidteam@deloitte.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.