CAPITA BUSINESS SERVICES LTD

Capita Proactive Home Move Alerts for Home Owners & Renters

Capita Digital Mover transforms collections and billing by proactively alerting organisations when customers are due to move and when the move has completed. This enables early engagement, allowing firms to pause unnecessary mail, reduce DCA involvement, and driving self-service adoption, creating a reset for digital engagement before address changes happen.

Features

• Proactive alerts for upcoming and completed home moves
• Predictive move date notifications (2–3 weeks pre move)
• Continuous property bureau data feed for homeowners & renters
• Automated Home Mover engagement via SMS & Email
• Integration with billing and collections workflows
• Automated triggers to pause white mail and optimise outreach
• Real time reporting suite

Benefits

• Improves debt recovery through early, proactive contact
• Reduces costs by pausing ineffective white mail campaigns
• Minimises reliance on DCAs and third-party collections
• Increases self-service engagement for address updates and payments
• Enhances billing accuracy and customer experience during moves
• Supports compliance and operational efficiency

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

Framework

G-Cloud 15

Service ID

716298985118087

Contact

Capita Business Services Ltd
08702407341
engagewithus@capita.com

About your service

• Service categories:

  Application Development and Deployment

  Data management

  Database administration and development

  • Database Administration
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: N/A
• System requirements: Batch data service uploaded to the platform or API integration

User support

• Email or online ticketing support: Yes
• Support response times: We aim to respond within 24 hours during our working week of Monday – Friday 9am to 5pm.
• 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: No
• Support levels: We provide standard support Monday to Friday, 09:00–17:00 (UK time), excluding public holidays. Support includes assistance with general queries, technical issues, and guidance on service usage. ; ; On a case-by-case basis, we offer an enhanced level of support by assigning a designated named contact from our Client Relationship Team. ; ; This individual will act as your primary point of contact for both general and technical questions, ensuring continuity and personalised service. ; ; Currently, we do not charge additional fees for standard support. Enhanced support arrangements, including a named contact, are provided at no extra cost where agreed as part of the service engagement. ; ; We do not provide a dedicated Technical Account Manager or Cloud Support Engineer as part of our standard offering. However, our Client Relationship Team is trained to escalate technical matters promptly to the appropriate specialists, ensuring timely resolution. ; ; Our goal is to deliver responsive, reliable support tailored to your needs, with clear escalation paths for complex issues.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We will work alongside the end buyer to build a bespoke programme and understand their individual business requirements. Using this information, we will provide full-service documentation for onboarding, and provide workshops and training for the buyer (on-site available).
• Service documentation: Yes
• Documentation formats:
  • HTML
  • ODF
  • PDF
• End-of-contract data extraction: Users will be provided results files via our dedicated home move portal at a schedule to meet their needs (daily / weekly / bi-weekly).
• End-of-contract process: At the end of a contract, we follow a standard process for the return and deletion of client data. We retain current and historic data for seven years from the exit point of the contractual relationship with the client, unless otherwise agreed in writing on a client-by-client basis, and always subject to compliance with minimum legal requirements for data retention. After this period, the data is securely destroyed. Data includes paper records and information/records on computer systems (including encrypted backups and web hosting). Exceptions to this retention period are call recordings (seven years standard) and emails (three years standard; 15 years for Risk & Compliance and Audit classified staff). ; ; Additional costs only apply where expressly agreed in the contract.
• 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: N/A
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: The service interface gives the ability to upload and download data, including a full MI Reporting suite.
• Accessibility standards: None or don’t know
• Description of accessibility: Batch upload via the platform or via API integration.
• Accessibility testing: N/A
• API: Yes
• What users can and can't do using the API: Users can insert, delete or upload new data via our API function.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • HTML
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Capita will supply designated users with a log in for the Digital Mover platform, which enables the buyer to securely upload, download and delete data. ; Alternatively, we will work with users to integrate the service via API. ; ; Users will be able to customise the frequency of output alerts via email request.

Scaling

• Independence of resources: Capita conducts regular capacity planning utilising strict work pipeline management, allowing careful capacity planning. This considers increased demand during peak times and fluctuating troughs in demand.

Analytics

• Service usage metrics: Yes
• Metrics types: Full in-built dashboard showing real-time MI.
• Reporting types:
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: 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: No
• Datacentre security standards: Supplier-defined controls
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CHECK service provider
• Protecting data at rest:
  • Physical access control, complying with another standard
  • Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: Users can log in to the home move platform and manually remove all data.
• Data export formats: CSV
• Data import formats: CSV

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: Service availability is managed through robust operational processes and proactive capacity planning. Availability Service Level Agreements (SLAs) are defined on a case-by-case basis, tailored to the specific requirements of each engagement. This approach ensures alignment with client expectations and the complexity of the service being delivered. ; ; Where an SLA is agreed, it will specify the target availability level, monitoring approach, and reporting frequency. In the event that agreed availability levels are not met, any remedies or service credits will be outlined within the individual contract terms. These provisions are designed to reflect the scope and nature of the service, ensuring fairness and transparency. ; ; Capita does not apply a one-size-fits-all SLA model; instead, we work collaboratively with clients to establish realistic and achievable availability targets that support operational continuity. This flexibility allows us to accommodate varying workloads, peak demand periods, and bespoke service configurations.
• Approach to resilience: This information is available on request.
• Outage reporting: In the event of a service outage, Capita will notify affected users promptly via email or telephone within 24 hours of the outage being identified. This communication will include details of the issue, the impact on service, and any steps being taken to resolve it.; ; Currently, we do not provide a public dashboard or API for outage reporting. However, our Client Relationship Team ensures direct and transparent communication with designated contacts to minimise disruption and keep stakeholders informed.; ; For critical incidents, escalation procedures are in place to prioritise resolution and provide regular updates until service is restored. Post-resolution, a summary report outlining the cause, corrective actions, and any preventative measures will be shared with the client.; ; This approach ensures timely, clear, and accountable communication during service interruptions.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: Users have their access controlled using a user role and security group function.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password

Audit information for users

• Access to user activity audit information: Users contact the support team to get audit information
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: We follow a comprehensive Information Security Management System (ISMS) aligned to ISO/IEC 27001, underpinned by the Capita Group Information Security Policy Framework. This includes formal governance, clearly defined security roles, and executive oversight through dedicated security and risk committees. ; ; Information security risks are assessed at least annually and on change, with controls implemented to protect the confidentiality, integrity and availability of data. Mandatory staff training, confidentiality obligations and regular audits ensure policy compliance, while strong access controls, encryption of data at rest and in transit, continuous monitoring, and robust incident response and business continuity processes (aligned to ISO 22301) safeguard client information. ; ; Third‑party suppliers are subject to security due diligence and contractual controls to ensure consistent standards across the supply chain.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Capita operates a mature change management process underpinned by ITIL best practice. We use an integrated change, incident, problem, configuration, and knowledge management. ; ; All components are tracked throughout their lifecycle, ensuring accurate configuration records. Changes undergo formal risk analysis using an approved methodology to assess potential security impacts. Security requirements are identified during project analysis and continuously reviewed throughout the product lifecycle. Our policy and procedures are regularly audited by independent auditors, ensuring compliance and robust governance.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Capita operates a comprehensive vulnerability management process as part of its overall Information Security Management System (ISMS), which is based on ISO 27001. The process for identifying, assessing, and mitigating threats includes:; • Regular Security Testing;; • Vulnerability Scanning;; • Risk Assessment.; ; Patch management is conducted in line with the Capita Group Patch Management Standard, which applies to all operating systems and applications used within Capita environments. Patches are applied regularly, and all Capita systems are tested via internal vulnerability and external penetration testing.; Potential Threat Information Sources; •Threat Intelligence Tools;; •Industry Standards and Guidance;; •External Security Experts;; •Vendor Updates.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Capita uses protective monitoring by:; • Automated Monitoring Systems;; • Event Logging;; • Alerting and Review;; • Retention.; Capita’s Crisis Management Team operates in three defence tiers (Bronze, Silver, Gold Teams). They coordinate responses and communicate updates to clients and regulators. All cyber or information security incidents, including breaches, must be promptly logged on Capita’s Incident Management Portal—Protiviti—according to risk-based timescales.; The response times for logging incidents on the Protiviti portal are as follows: ; • Critical or High Risk: Within 24 hours of incident identification;; • Medium Risk: Within 48 hours;; • Low Risk: Within 72 hours.
• Incident management type: Supplier-defined controls
• Incident management approach: Capita follows a formal incident management framework, including the Capita Group Cyber Incident Response Standard. The Crisis Management Team operates at three levels (Bronze, Silver, Gold) with members from across the business. Incident response plans are tested yearly.; Incidents are recorded in a central portal (Protiviti), with reporting timelines based on severity (24–72 hours). Access to the portal is secure and restricted.; Clients and risk teams are notified of incidents. A root cause analysis is conducted, and a final report is shared with clients. Lessons learned are documented, and significant incidents involve ongoing client communication until resolved.
• 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: Yes
• Description of free trial: The free version is limited to proof-of-concept assessments, which are reviewed individually. It includes basic evaluation of feasibility and scope but excludes full implementation, ongoing support, and advanced features. There is no fixed time period; availability depends on project complexity and approval following the case-by-case assessment.

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
• ISO/IEC 27001 accreditation date: Sunday 20 December 2026
• What the ISO/IEC 27001 doesn’t cover: The following is covered by the scope of the certificate; the delivery and support of CCS IT infrastructure, operations, architecture and associated compliance and facilities management undertaken within the UK data centres.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: BSI
• ISO 9001 accreditation date: Wednesday 6 November 2024
• What the ISO 9001 doesn’t cover: The certificate does not cover services not aligned to managed IT, hosting, software support or defined consultancy lines. Client activities that sit entirely outside the described service model.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: Bdb56135-0d75-4200-a4a2-869acbccdc14
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 4d6a0d65-e626-4733-98e8-c2366950db47
• Other security certifications: Yes
• Any other security certifications: ISO 22301 Security and Resilience Business Continuity Mangement

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