LANDMARK INFORMATION GROUP LIMITED

Residential Data (ResiData) Portal as a Service

This service provides detailed residential property data, including full address search, summary attributes, listing descriptions, photos, floor plans, extensions, land details, brochures, and historic information. It offers transaction history, market pricing, EPC extension indicators, and multiple floor plans to help assess property features, changes, and development potential.

Features

• Advanced Property Search: Search by full/partial address/postcode with granular filtering.
• Property Summary: PAF‑validated address with key property attributes.
• Listing Detail Extraction: Rooms, specs, levels, heating, extensions captured.
• Property Photography: Internal and external images included when available.
• Floor Plan Viewer: Expandable plans with dimensions and total area.
• Floor Plan Archive: Historic plans from 2004 for change analysis.
• EPC Extension Data: EPC insights indicating extensions or upgrades.
• Sales Brochure Access: Links to original property brochures provided.
• Land Data: Displays land attributes when supplied by sources.
• Extension Identification: Highlights extensions, outbuildings, garages, conservatories.

Benefits

• Accelerates assessments: Instant access to comprehensive property information.
• Improves decisions: Clear market, structural and historical insights.
• Reduces errors: Verified addresses and detailed property attributes.
• Identifies risks: Extensions and historic floor plan comparisons.
• Saves time: Removes manual searches across multiple sources.
• Strengthens due diligence: Full transaction and structural history.
• Enhances transparency: Shows property changes and layout evolution.
• Supports reporting: Detailed photos, descriptions and measurements.
• Lowers costs: Fewer rechecks, callbacks, and unnecessary visits.
• Builds confidence: Consistent, reliable, richly detailed property data.

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 bids@landmark.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

683440025040624

Contact

James Zhou
0330 036 6000
bids@landmark.co.uk

About your service

• Service categories:

  Application Development and Deployment

  Analytics and business intelligence

  • Business Intelligence
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: No constraints
• System requirements: Web Facing: Requires internet and web browser access

User support

• Email or online ticketing support: Yes
• Support response times: According to Priority:; P1 - No Service – response – 10 mins; P2 - High Impact – response – 1 hour; P3 - Normal impact – response – 4 hours ; P4 - Low impact – response – 1 day; P5 - Task/Service Request – response – 1 day
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: None or don’t know
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: P1 - No Service – response – 10 mins; P2 - High Impact – response – 1 hour; P3 - Normal impact – response – 4 hours ; P4 - Low impact – response – 1 day; P5 - Task/Service Request – response – 1 day; ; This is our standard service, included in overall pricing. ; ; Includes provision of Technical Account Manager and/or Support Engineer as appropriate
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We ensure a straightforward onboarding experience by working directly with customers to understand their requirements. Our service team provides full setup support, enabling a smooth deployment and transition into live operation.; ; To accelerate user adoption, we offer online training alongside user documentation. Training can be tailored to customer preferences, and documentation is available in formats that support a range of accessibility needs.; ; This approach ensures users can begin using the service confidently from day one.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: Users can extract their data at the end of the contract in two ways: they may download the data themselves, or Landmark can transfer the data on their behalf via secure Internet transfer or physical media, depending on customer preference and requirements.
• End-of-contract process: Agree and execute exit plan as per customer specific requirements; ; Data is licenced and will require removal at the end of the licence period if not renewed.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Our onboarding and offboarding documentation is designed to meet WCAG 2.1 AA accessibility standards, ensuring it is usable by all users.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: None or don’t know
• API: No
• Customisation available: No

Scaling

• Independence of resources: We ensure users are not affected by the demand generated by other users through a combination of traffic management, throttling, and workload isolation. Usage limits and rate controls are applied to prevent excessive consumption and protect overall service performance. Processing is isolated using independent services and execution contexts, reducing the risk of contention between users. Where required, traffic can be routed to dedicated or appropriately scaled infrastructure. The service aligns with recognised SaaS maturity models and well-architected framework principles, ensuring resilience, elasticity, and fair usage across all users.

Analytics

• Service usage metrics: Yes
• Metrics types: The service provides comprehensive Management Information to support oversight and operational monitoring. MI includes the number and type of searches performed, usage volumes,and frequency of activity across the service. Data‑quality indicators are provided, such as address‑matching rates, validation outcome and counts of new, updated or removed records following each refresh. System‑level metrics, including availability, response times and general performance, support service assurance. MI can be delivered through scheduled reports or supplied on request, and can be tailored to align with customer reporting or on request and can be tailored to align with customer reporting or governance needs.
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• 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
• User control over data storage and processing locations: No
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • 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
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Degaussing
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: The service supports bulk data exports, delivered as CSV files. These bulk datasets typically include property transactions, listings, listing history, surveyor data and OS property data. They are supplied monthly and can be transferred securely via approved channels (e.g., SDES). ; ; Data is supplied in accordance with customer‑specific requirements and can be provided regularly (e.g., daily or monthly) depending on the underlying data supplier’s update cycle.
• Data export formats: CSV
• Data import formats: Other
• Other data import formats: N/A

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
  • Other
• Other protection between networks: Data in transit is protected using secure, encrypted communication channels designed to maintain confidentiality and integrity during transfer. Data transmitted between the client and the Vantage environment is safeguarded using SSL encryption, ensuring that information is securely exchanged over HTTPS. This aligns with broader SOC 2 compliant security framework, which includes robust controls around secure system communications, access management, and monitored infrastructure. These measures collectively ensure that sensitive operational, customer, or financial data remains protected from interception or tampering while in transit between user systems and ResiData controlled data centre environment.
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • Other
• Other protection within supplier network: Landmark Information Group protects data within its network through a layered security model that includes documented network security design, firewalls, ACLs, segmentation zones, and IDS/IPS monitoring. Data in transit is encrypted using SSL to ensure secure communication between client and server systems. Additional safeguards include role‑based access controls, password and account‑lockout policies aligned to ISO 27001, structured logging and monitoring, and formal Data Loss Prevention controls. Resilient backup processes include 15‑minute replication, daily backups, immutable snapshots, and secondary‑site storage to maintain data integrity and resilience.

Availability and resilience

• Guaranteed availability: The service is designed to maintain full operational availability for all authorised users during business hours, with all planned maintenance taking place outside these hours. Hardware and application components are maintained proactively to ensure stable and reliable performance.
• Approach to resilience: Landmark maintains a highly resilient data centre architecture built around dual, geographically separate facilities, ensuring uninterrupted processing and service continuity. Landmark operates two dedicated data centres, each providing primary and fallback capability. These sites undergo annual security reviews, SOC2 / ISO 27001 alignment checks, supplier risk assessments, and contractual compliance audits, reinforcing the physical and cyber‑resilience of the environment.; Operational resilience is further supported by documented controls including structured supplier assessments, classification frameworks, and continuous review cycles to ensure services remain stable even under supply‑chain disruption.; In parallel, Landmark implements robust infrastructure monitoring and failover mechanisms. These include heartbeat‑based service monitoring, automated alerting for performance degradation, and controlled overnight maintenance windows to protect availability.
• Outage reporting: Outages are reported via the LVS Helpdesk, which initiates triage and escalation to technical teams. Customers receive email notifications for both unexpected outages and planned updates. Planned maintenance notices are issued in advance, and the Helpdesk remains available during extended support hours for status updates and issue logging.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Username or password
  • Other
• Other user authentication: Users access the service through pre‑registered accounts, with each user issued a unique, password‑protected login. Only authorised users may access the system, and login credentials are required for all entry points. Authentication is enforced at the application layer, ensuring that only approved individuals can view or interact with the service.
• Access restrictions in management interfaces and support channels: Access to management interfaces and support channels is restricted to pre‑registered, authorised users. The service allows access only for nominated accounts, each secured with a unique password. Support channels (portal, email, phone) require users to raise tickets under their assigned customer account, ensuring interactions remain authenticated and traceable. Escalations follow a controlled internal matrix, limiting management access to designated staff. Planned updates or outage notifications are issued solely to approved contacts, ensuring sensitive service information is shared only with authorised recipients.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Username or password
  • Other
• Description of management access authentication: Management access to the ResiData service is authenticated through centrally governed role based access controls, applying the principles of least privilege, periodic access reviews, and identity linked authorisation, ensuring only appropriately authorised personnel can access or administer the service.

Audit information for users

• Access to user activity audit information: Users receive audit information on a regular basis
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users contact the support team to get 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: The Landmark Information Group (LIG) reporting structure is underpinned by a formal governance and risk management framework that ensures clear accountability, policy adherence, and effective escalation routes. Staff are required to follow the LIG Code of Conduct as well as the Quality Management System (QMS) and Information Security Management System (ISMS), which define operational expectations, mandatory controls, and documented procedures for all roles. The organisation conducts quarterly reporting to the Business Risk Committee and Technology Risk Forum covering threats, incidents, and key risk indicators, ensuring senior level oversight and visibility of compliance performance.; Policy compliance is further supported through structured monitoring mechanisms, including quality assurance and compliance checks aligned to QMS / ISMS requirements. LIG also maintains specific policies to mitigate risk—such as anti fraud and anti bribery procedures, defined responsibilities, escalation workflows, and whistleblowing channels, all of which help staff report concerns safely and confidentially. Mandatory annual training, including fraud and bribery awareness, reinforces employees’ understanding of expectations and strengthens policy adherence.; Together, this structure ensures governance flows from operational teams through formal risk committees, while policies are embedded through controlled processes, mandatory training, and well‑defined escalation paths enabling LIG to demonstrate integrity, transparency, and regulatory alignment across operations.
• 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: Our configuration and change management processes ensure controlled, secure lifecycle management of all service components. Configuration items are identified, baseline configurations established, and statuses tracked with monitoring to detect drift, in line with the Configuration Management Policy which requires approved, documented, and annually reviewed standards. ; All changes follow the IT Change Management Process, including classification, assessment, approval, testing, and recording. Security impact is evaluated as part of initial change assessment, with emergency changes subject to expedited but fully documented review.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Landmark identifies vulnerabilities through continuous scanning using Qualys, BishopFox, Microsoft Defender, WatchTowr and in house tooling, supported by threat intelligence from vendors, NCSC, CISA and supplier advisories. ; Threats are assessed by severity (e.g., CVSS), asset criticality and potential business impact, with significant findings tracked to closure by Security Operations. ; Patches are deployed on a risk based cadence, typically fortnightly, with expedited patching for critical issues and post remediation verification through rescans.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Our protective monitoring uses real time log collection, analysis and anomaly detection to identify potential compromises that follows our Logging and Monitoring Policy. Alerts from monitoring tools signal suspicious activity, which is triaged and escalated through our defined incident response pathways. Incidents are investigated promptly, with security teams analysing log data to confirm impact and contain threats. Response begins immediately upon detection, with rapid escalation for higher risk events to minimise impact and restore normal operations.
• 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: Incidents are logged via the LVS Support Portal, email or telephone, where the Service Desk performs initial triage, assigns priority based on impact and urgency, and begins investigation. Where required, issues are escalated to Technical Support Analysts or Engineering using a defined escalation matrix. For unexpected outages, the Helpdesk initiates triage and escalates to restore service quickly, providing updates to affected users. Planned maintenance is scheduled outside core hours with advance notice. Major incidents can use an emergency line (for contracted customers). All incidents are tracked through to resolution, with knowledge updated to prevent recurrence.
• 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: No
• Free trial available: No

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

• Less than £250,000: 5%
• Between £250,000 and £500,000: 5.5%
• Between £500,001 and £1,000,000: 6.5%
• Between £1,000,001 and £2,500,000: 8%
• Between £2,500,001 and £5,000,000: 10%
• Over £5,000,001: 12.5%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: British Standards Institution (BSI)
• ISO/IEC 27001 accreditation date: Wednesday 5 December 2007
• What the ISO/IEC 27001 doesn’t cover: No exemptions
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: British Standards Institution (BSI)
• ISO 9001 accreditation date: Wednesday 5 December 2007
• What the ISO 9001 doesn’t cover: No exemptions
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: Bab642d2-d1da-4ecf-b34c-4fe66cbd808a
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: B6350dc6-51d3-4d8d-b037-c2b36ad9f8c1
• 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
    • 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

  • 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 bids@landmark.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.