DELOITTE LLP

Infrastructure Insights Pro

Deloitte's Infrastructure Insights Pro is an AI-augmented platform for the UK public sector. It unifies geospatial, operational, and asset data to manage critical infrastructure. Using predictive simulation and analytics, it provides an evidence base for faster, smarter, and more resilient decision-making, driving efficiency and long-term public value.

Features

• Unified data environment for infrastructure, asset, and geospatial data
• AI and Machine Learning (ML) for predictive insights
• Predictive simulation models future scenarios and de-risks investment decisions
• Natural language chat interface for democratised data access
• Create regional digital twins for holistic scenario planning
• Interactive geospatial analytics visualise complex data layers
• Accelerate planning optimisation and permitting for new developments
• Transportation and mobility management for congestion and safety
• Land and power optimisation for renewable energy projects
• Secure SaaS platform deployable on Azure, AWS, or GCP

Benefits

• Drastically accelerate insight generation for faster, evidence-based decisions
• Increase infrastructure resilience to climate change and asset degradation
• Improve operational efficiency and optimise resource allocation
• Support Net Zero targets with sustainable development planning
• Enhance decision confidence with a verifiable, data-driven evidence base
• Proactively identify and mitigate risks with advanced asset management
• Optimise capital planning and investment for maximum public value
• Shape evidence-based policy for transport, energy, housing, and growth
• Reduce costs and reliance on manual analysis and reporting
• Plan future mobility needs including EV charging infrastructure

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

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

Framework

G-Cloud 15

Service ID

879427210312327

Contact

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

About your service

• Service categories:

  Application Development and Deployment

  Analytics and business intelligence

  • Business Intelligence
  • Advanced and predictive analytics
  • Location and geospatial data management and analytics
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: No
• System requirements: None

User support

• Email or online ticketing support: No
• Phone support: No
• Web chat support: No
• Onsite support: No
• Support levels: It depends on deployment, we can deploy with full ITSM support 24/7 to integrating into client technologies and mixed support model. Costing is varies depending on requirement
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We can provide a full suite of training, implementation and service support
• Service documentation: Yes
• Documentation formats: HTML
• End-of-contract data extraction: Any user data can be exported in certain file formats
• End-of-contract process: Any user data can be exported in various file formats
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: The service provides a secure, web-based interface accessible via all modern, standards-compliant browsers. The UI features interactive data dashboards with real-time visualization, dedicated geospatial mapping views for location-based analysis, and intuitive management consoles. For data interoperability, the service includes a robust RESTful API and automated data ingestion tools, allowing for seamless integration with third-party systems and legacy government datasets. The interface is fully responsive, supporting desktop, tablet, and mobile devices to ensure a consistent user experience across different environments.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: We combine automated scanning with manual reviews using screen readers to ensure full WCAG 2.2 AA compliance.; Our testing covers all core journeys—including mapping and dashboards, via keyboard-only navigation and speech recognition to validate usability for all.; Quarterly user research with individuals with lived experience of disability ensures our data visualizations are meaningfully interpreted and inclusive.
• API: No
• Customisation available: Yes
• Description of customisation: Customisation of User Experience and Data Insights; White-labelling of product for organisational use

Scaling

• Independence of resources: We use a elastic cloud service that increase system capacity as required

Analytics

• Service usage metrics: Yes
• Metrics types: We provide comprehensive service metrics including platform availability (uptime), system latency, and incident resolution times against agreed SLAs. For usage, we provide granular data on active user counts, data ingestion volumes, mapping layer interactions, and API request frequency. Metrics are accessible via a real-time administrative dashboard, with automated monthly PDF/CSV reports detailing performance trends and resource consumption to support buyer audit and capacity planning requirements.
• Reporting types:
  • API access
  • Regular reports
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Developed Vetting (DV)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
• User control over data storage and processing locations: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: Less than once a year
• Penetration testing approach: NCSC 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
  • Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure

Data importing and exporting

• Data export approach: We create a download set of data tables of developed client data include data usage records
• Data export formats:
  • CSV
  • ODF
• Data import formats:
  • CSV
  • ODF
  • Other
• Other data import formats:
  • GeoJSON
  • GeoPackage
  • Shapefile

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: The service offers a 99.9% monthly uptime guarantee, excluding scheduled maintenance windows notified 48 hours in advance. Availability is measured by the successful response of our primary application endpoints. If uptime falls below this threshold, customers are entitled to service credits: a 10% credit for availability between 99.0% and 99.9%, and a 25% credit if availability falls below 99.0%. This guarantee is supported by Google Cloud’s high-availability infrastructure and our internal monitoring systems.
• Approach to resilience: Our resilience strategy leverages Google Cloud’s multi-zone architecture to eliminate single points of failure. The application is deployed across multiple availability zones within the UK region (europe-west2), utilizing Managed Instance Groups with auto-healing to automatically recreate unhealthy instances. We maintain a 99.9% availability SLA, supported by real-time monitoring and automated failover protocols. Data resilience is ensured through automated daily snapshots and cross-zone database replication, providing a Recovery Time Objective (RTO) of <4 hours and a Recovery Point Objective (RPO) of <1 hour to ensure business continuity.
• Outage reporting: We provide proactive outage reporting via two primary channels: automated email alerts and a dedicated Service Health API. Technical contacts are automatically notified via email within 15 minutes of any service disruption, including an initial impact assessment and estimated resolution time. Additionally, we provide a RESTful API that allows buyers to programmatically monitor service status and integrate real-time health data into their own enterprise management tools. For major infrastructure events, we pass through real-time updates directly from the Google Cloud Service Health API.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
• Access restrictions in management interfaces and support channels: Access is governed by the Principle of Least Privilege using Deloitte’s IAM framework and Google Cloud IAM. We enforce mandatory Multi-Factor Authentication (MFA) and support Single Sign-On (SSO) via SAML/OIDC. Granular Role-Based Access Control (RBAC) ensures users only access authorized mapping layers and dashboards. All administrative actions are recorded in immutable audit logs. High-privilege tasks utilize Just-In-Time (JIT) access by BPSS-cleared personnel, ensuring compliance with NCSC Cloud Security Principles 9 and 10.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password

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: At least 12 months
• Access to supplier activity audit information: Users receive audit information on a regular basis
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: User-defined

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards:
  • CSA CSM version 4.0
  • ISO/IEC 27001
• Information security policies and processes: Our service is governed by Deloitte’s Global Security Policy and an ISMS accredited to ISO/IEC 27001 (BSI Certificate). We adhere to the NCSC Cloud Security Principles, ensuring robust operational security through continuous vulnerability management and protective monitoring. Best practices include mandatory annual security training for all personnel, enforced Multi-Factor Authentication (MFA), and a 'Secure by Design' development lifecycle. Furthermore, all staff are BPSS cleared as a minimum, and we maintain Cyber Essentials Plus certification to validate our technical security controls.
• 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 approach is built on ITIL-based change management integrated with modern DevOps practices. All infrastructure changes are managed as code (Terraform/IaC) and deployed via automated CI/CD pipelines, which include over 300 security guardrails to ensure compliance before deployment. Functional changes undergo peer review, automated testing, and mandatory security scans. Significant or high-risk changes are reviewed by a Change Advisory Board (CAB). This ensures a full audit trail of every modification, maintaining the integrity and availability of the service while allowing for rapid, low-risk releases.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Our approach follows NCSC Principle 5, utilizing a 'Secure by Design' lifecycle. We perform continuous automated vulnerability scanning of infrastructure and applications, supplemented by regular manual reviews. Identified vulnerabilities are triaged based on risk and exploitability, with patches applied in line with our ITIL-based change management process. We maintain a 24/7 Cyber Defence Centre for threat intelligence monitoring and rapid response to emerging exploits. This ensures a proactive defensive posture and continuous compliance with Cyber Essentials Plus requirements.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Our service utilizes Deloitte’s Cloud Management Platform (CMP), powered by OpenCloud, to provide 24/7 proactive monitoring and full-stack visibility. We integrate native Google Cloud security signals (Security Command Center) with enterprise SIEM and observability tools (Splunk, Prisma Cloud) into our global Cyber Intelligence Centre (CIC). This approach enables real-time identification of performance anomalies and security threats. We employ automated guardrails and auto-remediation scripts to resolve incidents before service impact, ensuring continuous alignment with NCSC Principles 5 and 13 and Cyber Essentials Plus.
• 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: Our approach utilizes Deloitte’s CIR3 framework, providing an end-to-end lifecycle for incident readiness, response, and recovery. Incidents are managed by our 24/7 Cyber Incident Response (CIR), where SC-cleared professionals perform triage and containment. We categorize incidents by severity (P1-P4) with strictly defined SLA-based response times. Our methodology follows a structured 'Activation, Investigation, Containment, and Eradication' process, supported by ITIL-aligned service desk tools. Post-incident, we conduct mandatory Root Cause Analysis (RCA) and lessons-learned reviews to continuously enhance service resilience.
• Post-quantum cryptography secure: Yes

Secure development

• Approach to secure software development best practice: Conforms to a recognised standard, but self-assessed

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: 0%
• Between £250,000 and £500,000: 0%
• Between £500,001 and £1,000,000: 0%
• Between £1,000,001 and £2,500,000: 0%
• Between £2,500,001 and £5,000,000: 0%
• Over £5,000,001: 0%

Non-mandatory Standards and certifications

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

Social value

• Section B - Commitment for Future: Delivery:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

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