PEAR TECHNOLOGY SERVICES LIMITED

OTISS

OTISS enables public bodies to manage trees and assets efficiently, using a free to download android mobile app and web based management and reporting via www.otiss.co.uk.
It can be used with a range of map data sources, including OS MasterMap and in conjunction with common GIS and CAD systems.

Features

• Conduct on-site tree and asset inspections using Android devices.
• Survey Data synchronised to www.otiss.co.uk for sharing ,reporting, management
• Supports QTRA, THREATS, ISA TRAQ, and customisable risk methodologies.
• Manage park furniture, bins, and play equipment within OTISS.
• Precision plotting on OS MasterMap, aerial photos, and CAD plans.
• Produce itemised maintenance schedules and maps for external contractors.
• Schedule recurring inspections to maintain statutory duty of care.
• Attach and markup site photos directly to individual records.
• Tailor data fields for species, condition, defects, and recommendations.
• Secure cloud storage of all historic inspections and works

Benefits

• Low cost, high value, flexible and functional
• Intuitive interface ensures rapid adoption by tree and asset officers.
• Provides digital audit trails to meet statutory duty of care.
• Optimises maintenance budgets by prioritising high-risk tree works first.
• Reduces injury risks through proactive, systematic tree safety inspections.
• Eliminates paper-based data entry with real-time mobile syncing capability.
• Proactive monitoring extends the life of park and street furniture.
• Export data easily to integrate with existing Council GIS.
• Data-driven insights support long-term urban forest and asset strategies.
• Share data to facilitate collaborative working

• Education pricing available
• Free trial available

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at jsmith@peartechnology.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

825732443356166

Contact

Jonathan Smith
07593299752
jsmith@peartechnology.co.uk

About your service

• Service categories:

  Application Development and Deployment

  Analytics and business intelligence

  • Location and geospatial data management and analytics
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: A free demo/trial would clarify.; OTISS does not currently include works order management per se.; OTISS does not have its own public enquiry/interface, but could link via API with council CRM system.; Tree stock best managed in sets of under 10,000, even if the total tree stock is much larger.
• System requirements:
  • Surveys require device running android 6 or later
  • Survey device requires GNSS location capability
  • Survey device can work offline but syncs data via internet
  • Office operation - Chrome, Edge and Firefox supported
  • Office operation - OS agnostic
  • Integrates with GIS - import/export common data formats
  • WFS for integration with QGIS,ArcGIS
  • Uses OS MasterMap, Land Registry and open data
  • Internet connection for data sync

User support

• Email or online ticketing support: Yes
• Support response times: Generally support queries are dealt with there and then. ; Pear has a team of staff on technical support who are rotated through the week. If there are specific job or software development requirements, they are logged and managed in Clickup.; Pear does not officially provide weekend or out of hours support, but if a customer has direct contact with a member of staff, urgent requirements can be addressed.
• 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: OTISS subscription covers the use of the system and technical support. Training and consultancy are available at extra cost, by quotation.; Support is by phone , email and remote connection. Most support enquiries are answered there and then. Pear invites user input for product enhancements and consults users over preferences.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Prospective users can create an account and access a free trial and supporting videos and documentation via www.otiss.co.uk.; Pear provides online and on site training and development direct to individual customers.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: OTISS ensures zero vendor lock-in by providing full data portability. Users can self-serve exports of all inventory and inspection data in Excel, Shapefile, KML, and DXF formats at any time. Upon contract cessation, we provide a 30-day window for final data retrieval. We can also provide a managed data extraction service for bulk media (photos) to ensure a seamless transition to the Council’s new system or internal GIS estate
• End-of-contract process: The data can be exported by the user at no extra cost. Assistance is provided at no extra cost, unless there are specific services required by the customer, such as data formatting or cleansing.; Data can be archived, if requested.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Via the OTISS web site, or as attached pdf documentation, along with screenshots or gifs, if/as appropriate

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: Mobile use is via the free to download android app. This is for surveys and data collection. Data is synchronised via the internet, when a connection is available. Management, mapping and reporting are primarily done via www.otiss.co.uk via web browser
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: The survey app comprises an android app icon. The next screens enable start or sync of surveys.; The web site enables set up of clients, sites, survey types, reporting and mapping, plus user/access management
• Accessibility standards: None or don’t know
• Description of accessibility: Users can change accessibility settings in both the office usage and on the hand held survey device.; On the office end, Windows accessibility can be part of the Windows function and also via settings within each browser. On the android device, accessibility settings within android. Hand helds with screens of 500 nits and above and with a wet screen setting are recommended. Voice to text can be used for free text. A stylus can also be beneficial.
• Accessibility testing: Adjustment and refinement of screen settings have been made for individual users. This can include larger icons, larger text, thicker lines and different line colours. Pear works with customers regarding surtvey equipment ad can advise and supply if/as necessary
• API: Yes
• What users can and can't do using the API: https://www.otiss.co.uk/support/help/restful-api-assets/; All access to the RESTful API is controlled via an alpha-numeric token that must be included with every request, e.g. &token=R7IkHoyH78mWK5XQMAcH. These tokens must be stored securely and not shared with un-authorised users.; ; The token determines what data can be accessed and in whose name.; ; Aspect Security; Estate Only data from a specified OTISS estate can be accessed via each token.; Account + All API calls are performed in the name of a specified user that must have access to the estate.; + All API calls are subject to the Access Level assigned for this user on the Estate-> Access webpage.; + Updating items as part of a survey is subject to the OTISS access rules for Surveys – read more. In brief, the Survey must be in the Active|Work stage, and the user must be assigned to the Survey.; Roles A token is further restricted to a small set of specified roles – e.g. Read-Furniture-Items and/or Update-Furniture-Items.
• API documentation: Yes
• API documentation formats: HTML
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Survey fields and content are customisable subject to the available field data types and sizes.; Reports are customisable, for which data fields to use, field layout, whether photos are included and with output according to a range of criteria, such as date, priority, location eg by zone. Colour can be used to facilitate interpretation.; Maps are customisable with layers, content, line thickness, labels.; ; Tree and asset lists , faults and work recommendations are all customisable.; ; Users can be set up as : administrators; editors or viewers. ; ; Access can be set up by the administrator to enable appropriate use by surveyors, those processing/reporting and also shared with others, such as tree contractors

Scaling

• Independence of resources: Web server performance is monitored and additional resources implemented if performance thresholds are being approached.

Analytics

• Service usage metrics: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Staff screening not performed
• 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: Managed by a third party
• Penetration testing frequency: At least once a year
• Penetration testing approach: In-house
• Protecting data at rest: Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: Users can independently export all survey and spatial data in Excel, Shapefile, KML, and DXF formats at no additional cost. This ensures the Council retains total control over its data and can migrate to alternative systems or internal GIS estates whenever required."
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • .shp
  • .dxf
  • .pdf
  • .kml
  • .jpg
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • .shp
  • .dxf
  • .kml
  • .jpg
  • .pdf

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • TLS (version 1.2 or above)
  • Other
• Other protection between networks: HTTPS connection. OTISS data is of trees. No personal or financial data.OTISS and OVHcloud specifically use modern configurations that mandate TLS 1.2 or 1.3. This ensures we meet the current NCSC and G-Cloud security requirements by blocking older, vulnerable versions of the protocol.
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • Other
• Other protection within supplier network: OTISS and OVHcloud specifically use modern configurations that mandate TLS 1.2 or 1.3. This ensures we meet the current NCSC and G-Cloud security requirements by blocking older, vulnerable versions of the protocol.

Availability and resilience

• Guaranteed availability: OTISS provides a 99.9% service availability guarantee, backed by a resilient UK-hosted cloud architecture and a dedicated technical support team. The service is 24 hours per day, 365 days per year, subject only to scheduled maintenance which is notified in advance. Response time 8 hours, but usually directly in response to call or email.
• Approach to resilience: Data collection /surveys is possible without a connection to the OTISS server and data is synchronised when there is a connection available.; OTISS web portal and central database are hosted in a professional, Tier-3 UK Data Center, which provides physical and technical "Hardening":; ; Power Redundancy: The facility utilises Uninterruptible Power Supplies (UPS) and on-site diesel generators, ensuring the servers remain live even during local power grid failures.; ; Network Redundancy: Multiple high-speed fiber entries from different providers prevent a single cable cut from taking the service offline.; ; Hardware Failover: The system uses load-balanced server clusters. If one physical server fails, traffic is automatically rerouted to a "healthy" node in the cluster, often without the user noticing any interruption.
• Outage reporting: A notice is displayed on the OTISS login page, detailing the outage and anticipated fix time.

Identity and authentication

• User authentication needed: No
• Access restrictions in management interfaces and support channels: Access level is set by Pear Technology in accordance with customer request. This can be for administrative access, editor, user or viewer.; Access is then by user name and password.
• Access restriction testing frequency: At least once a year
• Management access authentication: Username or password

Audit information for users

• Access to user activity audit information: Users have access to real-time audit information
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: No
• Security governance approach: OTISS is developed and maintained in alignment with the UK Software Security Code of Practice. We prioritise a 'Secure by Design' approach, ensuring that all data in transit and at rest is encrypted (TLS 1.2+ and AES-256). Our commitment to security is verified through our Cyber Essentials verification (certification pending), and we follow NCSC-aligned principles for vulnerability management, secure deployment, and transparent communication with our local authority customers.
• Information security policies and processes: Vulnerability Management: The platform undergoes regular automated vulnerability scanning. Critical security patches are applied to the SaaS environment centrally, ensuring all Council users are protected simultaneously.; ; Incident Management: In the event of a suspected breach, Pear Technology commits to notifying the affected Council within 24 hours of discovery. ; Background Checks: All Pear Technology staff with administrative access to the OTISS backend undergo background screening.; Security Awareness: Employees receive regular training on data protection (GDPR), phishing awareness, and secure software development lifecycles .; Data is backed up daily.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: OTISS maintains a robust configuration management process. All service components tracked via a centralized version control system (Git). Deployment pipelines automated. Each software component, is uniquely identified and tracked throughout its lifecycle on our OVHcloud London servers.; ; Changes are managed via a formal peer-review process. Before any update is merged, it undergoes an automated CI/CD pipeline and a manual security impact assessment. This assessment evaluates whether the change affects data integrity or access controls. OTISS stores tree data, so the risk profile is low, but we ensure all configuration changes are logged and reversible to maintain 99.9% service availability.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: A proactive, risk-based approach tailored to our hosting environment. We assess potential threats by combining automated vulnerability scanning of the application layer with the infrastructure-level security monitoring provided by OVHcloud. threat information sourc ed from National Cyber Security Centre (NCSC) alerts, CVE databases, and security advisories from our technology stack (e.g., Linux, Java/Spring, Android).; ; Security patches are prioritized, deployed within 24–48 hours. Lower-risk updates addressed weekly. As OTISS functions similarly to a CAD application for tree reporting, the data holds no personal or financial data Rigorous patching is mainyained to protect the integrity of customers' surveying records and audit trails.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Protective monitoring for OTISS is conducted at both the infrastructure and application levels. OVHcloud includes Anti-DDoS and network monitoring . Server logs and API traffic monitored for anomalous patterns or unauthorized access attempts.; ; If a potential compromise is identified, we are alerted immediately. We follow a standard containment-and-eradication protocol, isolating affected services while maintaining read-only access for users where possible. We aim to respond to high-priority security incidents within 4 hours. OTISS is used for plotting trees/assets and generating reports, so our monitoring focuses on ensuring data availability and preventing unauthorized modification, as can prove "duty of care" .
• Incident management type: Supplier-defined controls
• Incident management approach: Users report by phone or email. Incident reports are either direct to user or posted on site.; If a potential compromise is identified, our internal incident response team is alerted immediately. We follow a standard containment-and-eradication protocol, isolating affected services while maintaining read-only access for users where possible. We aim to respond to high-priority security incidents within 4 hours. Given that OTISS is used primarily for plotting trees and generating reports, our monitoring focus is on ensuring data availability and preventing unauthorized modification of survey history, which serves as a legal audit trail for our clients' "duty of care" obligations.
• Post-quantum cryptography secure: Yes

Secure development

• Approach to secure software development best practice: Supplier-defined process

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: Yes
• Free trial available: Yes
• Description of free trial: Free 30 day trial available by creating an account on www.otiss.co.uk.; This is fully functional but limited to 100 trees.; The android data collection app is free to download and use. Charging is for the use of the otiss web site, not the survey app.
• Link to free trial: https://www.otiss.co.uk/w/free-trial/

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: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): No
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Cyber essentials plus: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Other security certifications: Yes
• Any other security certifications:
  • OTISS payments via web site are via PayPal
  • OTISS payments for councils likely by bank transfer against invoice
  • Using Lloyds Bank Sysnet to test/verify security
  • Web mapping payment is only by bank transfer against invoice
  • AWS cognito authentication
  • AWS API gateway

Social value

• Section B - Commitment for Future: Delivery:

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

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

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

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

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

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

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

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

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities 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
    • 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 jsmith@peartechnology.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.