CAPITA BUSINESS SERVICES LTD

Capita Multi Agency Data Sharing (MADS) as a Service

Multi Agency Data Sharing (MADS) enables secure, compliant data exchange between public-sector organisations. It provides a cloud based SaaS platform that standardises data ingestion, person matching, reporting and governance, providing a richer picture to help agencies collaborate, improving insight and decision making while maintaining high security, auditability and accessibility standards.

Features

Automated data collection / ingestion arrangements – using JSON Standards
Secure multi-agency data sharing – governed, auditable, zero copy exchange.
Role based access control – ensures appropriate, justified visibility.
Automated matching and linking–creates unified person and family views.
Standardised ingestion pipelines – consistent, repeatable data onboarding.
Common Data Model transformation – harmonises attributes across partners.
PowerBI reporting dashboards and templates–risk indicators and safeguarding insights.
Data minimisation controls – only relevant data processed.
Audit and lineage tracking – full visibility of data use.
Cloud native, scalable architecture – Azure based, IaC driven deployment

Benefits

Earlier risk identification and intervention.
Improved public safety through shared multi agency view.
Greater operational efficiency and faster decision making.
Enhanced collaboration across agencies.
Evidence based service planning and delivery.
Faster access and controlled access to partner data.
Better resource prioritisation and targeting.
Strong legislative and GDPR compliance.
Scalable platform for expanding partners and datasets.
Increased public trust through secure, ethical data use.

Free trial available

Service documents

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Framework

G-Cloud 15

Service ID

Contact

CAPITA BUSINESS SERVICES LTD Capita Business Services Ltd
Telephone: 08702407341
Email: engagewithus@capita.com

About your service

Service categories

Application Development and Deployment

Data management

Data integration and intelligence

Data Ingestion and Transformation Software

Multi cloud support

Yes

Service scope

Software add-on or extension: No
Cloud deployment model: Private cloud
Service constraints: N/A
System requirements: Microsoft Azure subscription to host all MADS components.

Azure Data Factory for ingestion, orchestration and ETL pipelines.

Azure SQL Database for staging, CDM and presentation layers.

Power BI licences for dashboards, reporting and analytics access.

Entra ID that allows role-based access control to be configured.

Terraform or equivalent IaC tooling for environment deployment.

Secure external storage containers for partner data exchange.

Defined data specifications for all internal and external datasets.

Modern browser support for accessing Azure and Power BI services.

Network permitting HTTPS connections to required Azure services and APIs.

User support

Email or online ticketing support: Yes
Support response times: 1-3 days
User can manage status and priority of support tickets: Yes
Online ticketing support accessibility: WCAG 2.2 AA
Phone support: Yes
Phone support availability: 9 to 5 (UK time), Monday to Friday
Web chat support: Yes, at an extra cost
Web chat support availability: 24 hours, 7 days a week
Web chat support accessibility standard: WCAG 2.2 AA
Web chat accessibility testing: The accessibility features in the service support software are validated with an accessibility engagement panel of 200+ employees with a diverse range of abilities; usability is prioritised alongside formal accessibility validations.
Onsite support: Yes, at extra cost
Support levels: We provide account management, a service delivery manager, performance reporting and service review meetings. Service Desk provided Monday to Friday 0900-1700 hours (or as required), providing first line support (IT Service Analyst role) and triaging to specialist technology support teams, including cloud support engineers. Incident management & requests are prioritised and supported according to Priorities:
Priority 1 (full loss of service): 4 hours;
Priority 2 (partial loss of service with no immediate workaround): 8 hours;
Priority 3 (partial loss of service with no business-critical impact, and workaround available): 2 Working Days;
Priority 4 (does not impact normal service): 3 Working Days.
Costs are based on usage, and the cost for roles is provided in our Rate Card within the Pricing Model.
Support available to third parties: Yes
AI chatbot: No

Onboarding and offboarding

Getting started: We support users in getting started with the MADS service through a structured onboarding and training approach. Each deployment begins with a guided onboarding process that includes environment setup, data ingestion configuration and access provisioning, supported by Infrastructure as Code to ensure consistent, reliable rollout. Users receive a comprehensive documentation pack covering setup steps, troubleshooting, IT support, data preparation requirements and operational guidance.

Training is provided for both technical and non technical users. Technical teams—such as data engineers, infrastructure engineers and analysts—can receive targeted training on Azure components, DevOps processes, and the MADS data pipelines. This ensures they understand how to manage ingestion, monitor data processing, and maintain the platform. Business users and analysts are supported through training on Power BI dashboards, enabling them to interpret data, use interactive reports, and create new insights.

Where required, we provide workshops, online learning sessions and guided walkthroughs to embed understanding of the Common Data Model, reporting outputs and governance processes. During early use, support is available to help refine data inputs, validate ingestion, and build confidence in the reporting environment.

Overall, onboarding combines documentation, training, technical guidance and hands on support to ensure agencies adopt the service smoothly and effectively.
Service documentation: Yes
Documentation formats: HTML

ODF

PDF
End-of-contract data extraction: At contract end, users can fully extract their data from the MADS solution using a controlled and transparent offboarding process. The core MADS data—held within the staging, common data model, and presentation layers—can be exported in standard open formats, typically JSON or CSV, ensuring compatibility with future systems.

Where applicable, MADS can also provide data extracts directly from the Azure SQL database schemas to give partners complete visibility of the ingested, transformed and curated datasets.

All source files provided by agencies during operation can be returned in their original format, along with any enriched or linked records created through the matching and transformation processes. Power BI content can be exported as report files, datasets or underlying tables, depending on user preference.

The offboarding process is managed through a jointly agreed plan, typically including data export, secure file transfer arrangements, access revocation and confirmation of data deletion within the MADS environment. Technical teams can support the extraction to ensure accuracy, completeness and adherence to governance and security requirements.

This approach ensures agencies retain full ownership of their data and can migrate it seamlessly into future platforms or internal systems.
End-of-contract process: At the end of a MADS contract, the service enters a structured off‑boarding phase to ensure a smooth and secure transition for the customer. New data ingestion is paused and the environment moves into read‑only mode so users can verify and extract all required information. All source files, transformed datasets, Common Data Model tables, audit logs and reporting outputs are provided in open, portable formats for migration into future systems. A jointly planned decommissioning process covers secure data transfer, documentation handover, user access removal and the safe deletion of data from the MADS environment in line with governance and retention policies. Support is available throughout to assist with extraction and validation activities.

The contract price includes core service provision such as platform deployment, ingestion pipeline configuration, access controls, baseline dashboards, maintenance, standard support, documentation and initial user training. It also includes basic off‑boarding activities, including preparing standard data exports and guiding the decommissioning process. Additional costs apply where bespoke work is required—for example, custom dashboards, advanced analytics, non‑standard reporting, new dataset integration, data mapping or transformation services, extensive training, on‑site assistance, or complex migration support. This ensures predictable core costs while providing flexibility for agencies needing enhanced capabilities.
Documentation accessibility standard: WCAG 2.2 AA

Using the service

Web browser interface: Yes
Supported browsers: Microsoft Edge

Firefox

Chrome
Application to install: Yes
Compatible operating systems: Android

IOS

Linux or Unix

MacOS

Windows

ChromeOS
Designed for use on mobile devices: Yes
Differences between the mobile and desktop service: MADS delivers the same governed data and insights across devices, but Power BI behaves differently on mobile. Desktop offers full report authoring, detailed visual interactions, custom layouts and advanced filtering. Mobile provides a streamlined, touch friendly experience, with mobile optimised report layouts, responsive visuals, drill through actions and alerts. Power BI can be configured with dedicated mobile views, adaptive visuals and role based access to ensure users see only relevant insights on the go. Both experiences use the same underlying MADS data models, governance and security controls, ensuring consistent, trusted intelligence across desktop and mobile.
Service interface: Yes
User support accessibility: WCAG 2.2 AA
Description of service interface: MADS provides a secure, browser based service interface built on Microsoft Azure. Users access the platform through authenticated Entra ID sign-in, with role based permissions controlling visibility of data and dashboards. Source data is supplied via standardised JSON files transferred into secure Azure storage. Insights are consumed primarily through Power BI dashboards, offering single view reporting, trend analysis, and risk indicators. The interface supports governed collaboration between agencies, enabling controlled access to shared datasets, audited actions, and consistent data processing. Remote access, partner integration and future support for additional visualisation tools are included.
Accessibility standards: WCAG 2.2 AA
Accessibility testing: MADS uses Microsoft Azure, Power BI and browser based interfaces.
These components rely on modern web accessibility frameworks.

The service requires modern browsers, which are compatible with mainstream assistive tools (screen readers, magnifiers, voice control).

Role based access and secure sign in use Microsoft Entra ID, which supports accessible authentication flows.
API: No
Customisation available: Yes
Description of customisation: Users can customise the MADS service in several controlled ways. They can tailor the data that flows into the platform by preparing and submitting JSON source files that follow the agreed file specification. This allows agencies to define which entities, attributes, and risk related information can be included as long as it meets the standardised POLE-based file specification, shaping the insights produced.

Analysts can create / customise dashboards and reports within Power BI, creating new views, filters, or visualisations based on the standardised Common Data Model. This lets each agency highlight the metrics and patterns most relevant to their operational needs.

Access permissions can also be customised. Organisations manage which users or groups can view specific datasets or dashboards through role based access controls or Power BI workspaces that are aligned to their internal governance arrangements.

More advanced customisation—such as modifying ingestion logic, data transformations, or the Common Data Model—can only be carried out by technical administrators or the MADS delivery team, as these changes affect the shared data pipeline and require strict governance.

In summary, end users customise data inputs and dashboards, while technical teams customise pipelines, models and access controls under structured change processes.

Scaling

Independence of resources: Provision of isolated environments for development and production workloads. Environment routing rules can restrict sharing and enforce segregation, reducing cross-user interference.

Use auto-scaling policies on cloud infrastructure (e.g., Azure) to dynamically allocate compute and storage resources based on demand spikes, maintaining consistent performance.

Analytics

Service usage metrics: Yes
Metrics types: The MADS service can provide a clear set of operational and usage metrics to help agencies monitor performance and value.

Core metrics include service costs, uptime and service availability, data-ingestion success rates, frequency of pipeline runs, and processing times for staging-to-presentation transformations.

Additional metrics cover the volume of records ingested, inserted and updated within tables, matched and the type of match (for person records) and enriched, alongside counts of validation errors or incomplete uploads.

Governance metrics—such as audit log events offer assurance that data sharing processes remain controlled, transparent and compliant and who has seen what data can be identified.
Reporting types: Real-time dashboards

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
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: At least 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

Other
Other data at rest protection approach: The MADS service protects data at rest using the security capabilities of the Microsoft Azure environment in which it is deployed. All data is stored within Azure Data Lake Storage and Azure SQL, where it is encrypted at rest using platform level encryption controls provided by Azure. The service operates within a secure, UK based private cloud environment, with access governed through Microsoft Entra ID, role based access controls, and secure storage for data. Data stored is minimised, retained only as required, and governed through organisation specific Information Sharing Protocols and DPIAs.
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: At contract end, users can extract their data through a managed off-boarding process built into the Azure data platform. Data in Bronze (raw), Silver (cleansed), and Gold (curated) layers is made available via secure exports from Azure SQL Database and Data Lake, using agreed formats (e.g. CSV, Parquet, or SQL backups). Access is time-limited and audited. Documentation, data dictionaries, and schema definitions are provided, ensuring users can independently re-host, validate, and reuse their data without reliance on the service provider.
Data export formats: CSV

Other
Other data export formats: JSON – full source and transformed dataset extracts.

CSV – tabular exports from any schema or report.

Excel (XLSX) – optional structured dataset and dashboard outputs.

Power BI Data (PBIX/CSV extract) – underlying report tables.

SQL dumps – open, portable relational data exports.
Data import formats: Other
Other data import formats: JSON files must follow the agreed POLE-based file specification.

Each entity uploaded as a separate structured JSON file.

Files placed into the secure Azure Blob landing location.

Upload access restricted to authorised partner agency personnel.

File names must match agreed naming conventions and formats.

Data must include complete, validated fields with constrained vocabulary.

Ingestion triggered automatically through Azure Data Factory pipelines.

Failed uploads routed to designated error or retry folders.

Processing history retained to maintain end-to-end data lineage.

All upload activity logged with timestamps and status outcomes.

Data-in-transit protection

Data protection between buyer and supplier networks: Private network or public sector network

TLS (version 1.2 or above)
Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

Guaranteed availability: The MADS service is designed to run on Microsoft Azure’s highly resilient cloud architecture and is supported by a service availability guarantee of 99.9% uptime across the contracted period. This availability level reflects the robustness of Azure Data Factory, Azure SQL, Data Lake Storage and Power BI components used within the solution.

Availability is measured monthly and covers access to the MADS environment, data ingestion pipelines, reporting layers and authentication services. Planned maintenance windows are scheduled outside business critical hours wherever possible, and customers are notified in advance. The service is monitored continuously, with issues managed through an ITIL aligned support model.

This approach ensures customers benefit from a highly available service, clear SLAs and transparent reporting.
Approach to resilience: The MADS service is designed with robust resilience to ensure high availability and continuity. The architecture includes multiple layers of redundancy, such as failover systems across geographically separated data centres. Each data centre is equipped with redundant power supplies and network paths.

Automated monitoring and disaster recovery protocols are in place to quickly detect and mitigate any service disruptions, ensuring minimal downtime. This resilient design safeguards customer data and maintains service continuity, even in the event of hardware or network failures.
Outage reporting: The MADS service provides a structured and transparent approach to communicating outages, ensuring users are informed quickly and can take appropriate action. Service availability is continuously monitored through integrated Azure platform tooling, with automated alerting in place for any degradation or loss of service.

A public-facing service status dashboard is maintained to display current availability, active incidents, planned maintenance windows and historical uptime information. This allows agencies to independently verify the status of the service at any time without needing to raise a support request.

For organisations requiring deeper integration, MADS can provide a service status API, enabling technical teams to programmatically query live availability and incorporate outage notifications into their own monitoring, ticketing or command and control systems.

Customers can also subscribe to email alerting, providing immediate notification when an incident is detected, updated or resolved. Alerts include issue classification, known impact, and estimated time to resolution where available.

This multi channel model—dashboard, API and email—ensures that all partners receive timely and consistent information, supporting operational continuity and allowing agencies to plan mitigations while the service team works to restore full functionality.

Identity and authentication

User authentication needed: Yes
User authentication: Multi-Factor Authentication (MFA)
Access restrictions in management interfaces and support channels: MADS restricts access to management interfaces and support channels using strict identity, role based and governance controls. Access to the platform is granted only to users with a legitimate operational need, verified through Azure/Entra ID with guest access tightly controlled by policing or partner governance groups. Permissions for dashboards, datasets and administrative functions are enforced through granular role based access controls, ensuring users only view information aligned to their clearance and purpose. Administrative and pipeline level changes are restricted to technical teams under formal governance. Support channels follow the same principle—only authorised personnel can manage, configure or administer the service.
Access restriction testing frequency: At least once a year
Management access authentication: Multi-Factor Authentication (MFA)

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: User-defined
Access to supplier activity audit information: Users have access to real-time audit information
How long supplier audit data is stored for: User-defined
How long system logs are stored for: User-defined

Security governance

Named board-level person responsible for service security: Yes
Security governance certified: Yes
Security governance standards: ISO/IEC 27001

Other
Other security governance standards: ISO 9001 & ISO 14001 – Quality and Environmental Management.

Design principles follow UK National Cyber Security Centre (NCSC) guidance and NIST SP 800-53 controls, supported by ISF good practice
Information security policies and processes: Capita’s information security framework is built on a robust set of policies and processes aligned with ISO 27001 and industry best practice. The Information and Cyber Security Policy underpins all activities, ensuring confidentiality, integrity, and availability of data. Supporting standards include IT Security, Cloud Security, and Data Management, which govern secure system configuration, data classification, and retention. The Acceptable Use Policy enforces responsible use of IT assets, while the Threat and Incident Management Standard defines detection, response, and recovery procedures for security events.

Processes include risk management, with regular assessments and tracking via a Governance, Risk and Compliance (GRC) tool, and incident response, supported by a 24/7 Major Incident Management process. Compliance is maintained through internal audits, PCI DSS adherence, and continuous improvement initiatives. Asset management ensures accurate inventories, while mandatory training and phishing simulations build awareness across the organisation. Together, these policies and processes create a layered defence model, embedding security into design, operations, and culture, and ensuring Capita meets regulatory and contractual obligations while safeguarding client and organisational data.
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: Capita’s configuration and change management processes follow ITIL principles and comply with ISO 10007 and ISO 27001 standards. A central Configuration Management Database (CMDB) tracks all configuration items and their relationships, ensuring accurate records and traceability. Changes are managed through formal Requests for Change (RFCs), assessed by Change Advisory Boards (CABs) for risk and impact. Processes include planning, testing in pre-production environments, and controlled deployment to minimise service disruption. Integration with incident and problem management ensures stability, while regular audits and governance reviews maintain compliance. These practices embed security, quality, and accountability across all operational and technical changes.
Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
Vulnerability management approach: Capita’s vulnerability management process is proactive and aligned with ISO 27001 standards. Potential threats are assessed through continuous risk analysis, vulnerability scanning, and penetration testing, prioritising based on severity and business impact. Information on emerging threats is sourced from trusted feeds such as NCSC advisories, vendor security bulletins, and threat intelligence platforms. Patches and fixes are deployed promptly, with critical vulnerabilities addressed within 24–48 hours under an emergency change process, and others scheduled through standard change management cycles. Regular audits, automated monitoring, and governance reviews ensure timely remediation and compliance, reducing exposure and maintaining service resilience across all environments.
Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
Protective monitoring approach: Capita’s protective monitoring process combines automated tools and expert analysis to safeguard services. Potential compromises are identified through continuous log analysis, intrusion detection systems, and behavioural anomaly monitoring across networks and endpoints. When a suspected compromise is detected, the Security Operations Centre (SOC) initiates triage, validates the alert, and escalates to incident response teams. Critical incidents trigger immediate containment and forensic investigation, while lower-risk events follow structured remediation workflows. Response times are rapid, with high-severity incidents addressed within minutes and full resolution prioritised under 24/7 monitoring. This approach ensures early detection, swift mitigation, and compliance with regulatory and contractual obligations.
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: Capita operates a structured incident management process aligned with ITIL and ISO 27001. Pre-defined workflows exist for common events such as service outages, security breaches, and data loss. Our monitoring systems report incidents automatically. Users report incidents via the central IT Service Management (ITSM) platform or Service Desk, providing details like impact, location, and error messages. Once logged, incidents are categorised, prioritised, and escalated as needed. The ITSM tool generates incident reports, offering root cause analysis, resolution steps, and timelines. High-severity incidents trigger immediate response and post-incident reviews to ensure continuous improvement and compliance with contractual and regulatory obligations.
Post-quantum cryptography secure: No

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: Yes
Connected networks: Other
Other public sector networks: The solution can connect any public sector network.

Pricing

Discount for educational organisations: No
Free trial available: Yes
Description of free trial: Clients receive time limited access to a Capita hosted sandpit running the MADS synthetic data demonstrator to explore dashboards, matching, linking and reporting features. The trial excludes real data ingestion, custom pipelines, integrations and production support. Access is read only and available for an agreed evaluation period.

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

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

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