Intertek NTA

Red Teaming

Red Teaming simulates an actual attack, it uncover vulnerabilities, and exercises an organisation’s own IT department's performance in real time under sustained attacks. Knowledge and experience gained is vital to ensuring rapid detection and successful response to sophisticated, sustained campaigns, ensuring the organisation’s resilience when an attack occurs.

Features

• Open Source Intelligence Gathering Phase
• Offsite Social Engineering Phase
• Onsite Social Engineering Phase
• Insider Threat Phase
• Assumed Breach Phase
• Service Management
• Information Assurance
• Modular service allows a company to target specific perceived vulnerabilities

Benefits

• Simulates an actual threat actor attack
• Exercises an organisations IT department
• Provides reconnaissance on data available from publicly available sources.
• Improves protection of business information and data assets
• Demonstrates information security best practice
• Provides evidence of external attack vectors that can be exploited
• Evidences ease of access to buildings and potentially wireless networks
• Assesses risk of insider threats
• Shows risks posed by opening a malicious email attachment

• Education pricing 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 gavin.simms@intertek.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

141134799570240

Contact

Gavin Simms
01634 721855
gavin.simms@intertek.com

About the service

• Service categories:

  Cloud Support Services

  Security Services

  • Security risk management
  • Security audit services
  • Security quality assurance (QA) and testing

Service scope

• Service constraints: N/a

User support

• Email or online ticketing support: Yes
• Support response times: Email support is offered Monday to Thursday 9 am to 5.30 pm and Friday 9 am to 5 pm. Response times are within 24 hours, but typically same day.; There is no service available at weekends.
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Support levels: Support Levels:; • Email (FOC); • Phone (FOC); • Onsite (chargeable at day rate); • A technical consultant would be allocated to handle any support issue

Supplier type

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Security Clearance (SC)

Pricing

• Discount for educational organisations: Yes

Cyber security roles

Cyber security audit and assurance

Role level	UK Rate	Offshore Rate
Lead cyber security audit and assurance	£1,350.00	£1,350.00
Principal cyber security audit and assurance	£1,500.00	£1,500.00

Cyber security governance and risk management

Role level	UK Rate	Offshore Rate
Associate cyber security governance and risk manager	£1,200.00	£1,200.00
Lead cyber security governance and risk manager	£1,350.00	£1,350.00
Principal cyber security governance and risk manager	£1,500.00	£1,500.00

Cyber security monitoring

Role level	UK Rate	Offshore Rate
Associate cyber security monitoring	£1,200.00	£1,200.00
Lead cyber security monitoring	£1,350.00	£1,350.00
Principal cyber security monitoring	£1,500.00	£1,500.00

Cyber security incident response

Role level	UK Rate	Offshore Rate
Associate cyber incident response	£1,200.00	£1,200.00
Lead cyber security incident response	£1,350.00	£1,350.00
Principal cyber security incident response	£1,500.00	£1,500.00

Cyber security vulnerability management

Role level	UK Rate	Offshore Rate
Associate cyber security vulnerability management	£900.00	£900.00
Lead cyber security vulnerability management	£1,050.00	£1,050.00
Principal cyber security vulnerability management	£1,200.00	£1,200.00

Cyber security digital forensics

Role level	UK Rate	Offshore Rate
Associate cyber security digital forensics	£1,200.00	£1,200.00
Lead cyber security digital forensics	£1,350.00	£1,350.00
Principal cyber security digital forensics	£1,500.00	£1,500.00

Cyber security testing

Role level	UK Rate	Offshore Rate
Associate cyber security testing	£900.00	£900.00
Lead cyber security penetration testing	£1,050.00	£1,050.00
Principal cyber security testing	£1,200.00	£1,200.00

Cyber security secure design

Role level	UK Rate	Offshore Rate
Associate cyber security secure systems architecture and design	£1,200.00	£1,200.00
Lead cyber security secure systems architecture and design	£1,350.00	£1,350.00
Principal cyber security secure systems architecture and design	£1,500.00	£1,500.00

Standards and certifications

• ISO/IEC 27001 certification: Yes
• ISO/IEC 27001 accredited by: British Assessment Bureau Limited T/A Amtivo
• ISO/IEC 27001 accreditation date: Thursday 11 December 2025
• What the ISO/IEC 27001 doesn’t cover: N/a
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: Yes
• PCI DSS certification accredited by: PCI Security Standards Council
• PCI DSS accreditation date: Saturday 15 March 2025
• What the PCI DSS doesn’t cover: N/a
• Cyber essentials: Yes
• Cyber Essentials Certificate Number: Eab70a3b-456a-45a1-b419-d4ee271a4d96
• Cyber essentials plus: Yes
• Cyber Essentials Plus Certificate Number: E28c445d-4f06-4588-b9f9-ca49481c3966
• Other security certifications: No

Social value

• 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

  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

  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
  • 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
  • Plans for positive actions with community groups.
• 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
• 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 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
  • 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: 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 gavin.simms@intertek.com. Tell them what format you need. It will help if you say what assistive technology you use.