CIPTEX LTD

Twilio Communications & Data Services

Secure, scalable access to Twilio voice, messaging, video, email, data, and contact centre APIs, provided by Ciptex to public sector organisations. Enables omnichannel communications, modern cloud contact centres, and real-time data integration, delivered on compliant infrastructure with expert implementation, support, and governance aligned to public sector requirements.

Features

• Twilio Programmable Voice for inbound, outbound, and IVR calling
• Twilio Programmable Messaging for SMS, WhatsApp, and RCS
• Twilio Flex cloud contact centre platform and customisation
• Twilio Conversations for unified omnichannel customer interactions
• Twilio Video APIs for secure real-time video communications
• Twilio Verify for multi-factor authentication and user verification
• Twilio SendGrid for trusted transactional and notification email
• Twilio Studio for low-code workflow and journey orchestration
• Twilio Segment for customer data collection and real-time analytics
• Secure public sector integration, support, and managed services

Benefits

• Faster deployment of trusted public sector digital communication services
• Improved citizen engagement across voice, messaging, and digital channels
• Scalable cloud contact centres without complex on-premises infrastructure
• Secure, compliant communications aligned to public sector standards
• Reduced operational costs through usage-based, pay-as-you-go pricing
• Improved service resilience through globally distributed cloud platforms
• Real-time insight into customer journeys and service performance
• Flexible integration with existing public sector systems and data
• Rapid service changes using low-code and API-driven tools
• Expert delivery and support from an experienced UK partner

• Education pricing available
• Free trial available

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

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

Framework

G-Cloud 15

Service ID

217362686339873

Contact

Tom Kharchi
0345 880 0808
sales@ciptex.com

About your service

• Service categories:

  Applications

  Customer relationship management

  • Digital commerce
  • Sales force productivity and management
  • Customer service
  • Contact centre
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: Ciptex will work with the buyer to identify any specific requirements which may introduce or remediate any specific service constraints.
• System requirements:
  • Modern WebRTC capable web browser (such as Google Chrome)
  • Stable Internet Connection (for supporting voice calls)
  • Browser Configuration - JavaScript must be enabled
  • Browser Configuration - Cookies must be enabled
  • Browser Configuration - localStorage must be enabled
  • Browser Configuration - Security protocol at least TLS 1.2

User support

• Email or online ticketing support: Yes
• Support response times: URGENT (P1) - 2 hours (within Support Hours, unless Extended Support purchased) HIGH (P2) - 4 hours (within Support Hours) NORMAL (P3) - 8 hours (within Support Hours) LOW (P4) - 16 hours (within Support Hours) ^Response time is measured from the time that an Incident is logged by Ciptex until the first response by Ciptex to the Customer, in each case during Support Hours, except in the case of a P1 Incident where the Customer has purchased Extended Support. Support shall be available 9.00 am – 5.30 pm (UK Time, GMT/BST) on Business Days in the UK.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: Standard support includes UK business hours. 24/7 support packages can be tailored to organisational need. Standard Support: Minimum price of £1000 per month (or 8% of your total solution spend, whichever is higher) All support packages include a named solutions engineer from our team to act as primary point of contact. Extended support agreements can be customised to include a dedicated Technical Account Manager if desired.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Online Training and Documentation is provided as standard, Integration support and onsite training as per Sofia Rate Card
• Service documentation: Yes
• Documentation formats: HTML
• End-of-contract data extraction: Data can be extracted as JSON via API or data can be streamed using Twilio Event Streams to your own data warehouse
• End-of-contract process: Account access is terminated and all data deleted. All data can be extracted before contract end date.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The service can be used on mobile devices with suitable browsers, but the size of the screen real-estate means it's not practical for mobile phones or tablets with a small screen size. Aside from accessibility aspects with smaller screens, agent performance will be optimised on desktop devices.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: The service interface is provided through a secure, web-based management console, similar to the Twilio Console, giving authorised users full visibility and control of communications services.; ; Administrators can configure phone numbers, messaging channels, contact centre services, APIs, credentials, security settings, usage limits, and compliance controls. The interface provides real-time usage monitoring, logs, analytics, alerts, and reporting, with role-based access control and auditability suitable for public sector governance.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Testing by Twilio has been conducted using a number of assistive technologies.
• API: Yes
• What users can and can't do using the API: Users can use the APIs to programmatically send and receive voice calls, SMS, WhatsApp and other digital messages; build IVR and call flows; integrate cloud contact centre capabilities; manage conversations across channels; trigger notifications and emails; perform user verification; and access communication metadata, delivery status, and usage records. APIs can be securely integrated with existing public sector systems, workflows, and data platforms to automate citizen engagement and service delivery, including contact centre integrations using Twilio Flex and messaging via Twilio Programmable Messaging.; ; Users cannot use the APIs to bypass security controls, exceed agreed usage limits, access other customers’ data, or send unsolicited, unlawful, or non-compliant communications. The APIs do not provide unrestricted access to underlying carrier networks, infrastructure, or personally identifiable data beyond what is explicitly submitted or generated within authorised services. Direct modification of platform infrastructure, global routing policies, or core service availability is not permitted.; ; All API usage is subject to authentication, role-based access, monitoring, audit logging, and public sector compliance requirements.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • HTML
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Users can customise the service through configuration, APIs, and low-code tools. Communication workflows can be tailored using Twilio Studio to design IVR menus, messaging journeys, and automated responses without code. Voice, messaging, video, and contact centre behaviour can be customised via APIs, webhooks, and event triggers to integrate with existing public sector systems and data sources.; ; Contact centre experiences can be configured and extended using Twilio Flex, including agent desktops, routing logic, queues, and reporting. Channels such as SMS, WhatsApp, email, and voice can be enabled or disabled per service, with custom sender IDs, templates, and consent rules.; ; Security and governance settings can be tailored using role-based access control, API keys, usage limits, and environment separation. Reporting, analytics, and alerts can be configured to meet operational and compliance needs. Ciptex provides optional implementation, managed services, and governance support to ensure customisations align with public sector standards while remaining scalable and maintainable.

Scaling

• Independence of resources: Fair usage through account-level isolation, rate limiting, and controlled back-pressure. Traffic is segmented by Account SID and often further isolated using subaccounts, ensuring one customer’s load cannot consume shared capacity. Per-customer API limits, messaging throughput caps, and call concurrency controls throttle excessive demand at the edge. When limits are reached, Twilio applies explicit throttling responses so clients back off gracefully. Services are built with regional redundancy, autoscaling, and network-level protections, containing spikes or abuse and preventing cascading impact across tenants.

Analytics

• Service usage metrics: Yes
• Metrics types: Typical metrics that can be reported on include:; - Efficiency: ; Average Handle Time (AHT), First Contact Resolution (FCR), Service Level (% calls answered within target time).; - Quality: ; Quality Assurance scores.; - Productivity: ; Schedule Adherence, Agent Utilisation.; - Performance: ; Abandonment Rate, Average Speed to Answer (ASA), Call Volume trends.; - Channel-specific: ; Email/Chat response times, Digital channel adoption rates.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Reseller providing extra features and support
• Organisation whose services are being resold: Twilio

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Developed Vetting (DV)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • European Economic Area (EEA)
  • Other locations
• User control over data storage and processing locations: No
• Datacentre security standards: Managed by a third party
• Penetration testing frequency: At least once a year
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest:
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Physical access control, complying with another standard
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
  • Other
• Other data at rest protection approach: Logical access controls via IAM, key management, and continuous monitoring.
• 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
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Data can be exported in near realtime with Twilio Event Streams or at anytime using the API
• Data export formats:
  • CSV
  • Other
• Other data export formats: JSON
• Data import formats:
  • CSV
  • Other
• Other data import formats: JSON

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: Services APIs (as defined below) - 99.95% Monthly API Availability Percentage Threshold. For all Services APIs if Actual Monthly API Availability Percentage is less than 99.95% then a 10% API Service Credit is provided.
• Approach to resilience: Twilio is designed for resilience through redundant, distributed architecture across multiple data centres and availability zones, with no single point of failure for core services. Traffic is managed via global load balancing and intelligent routing to shift demand away from impaired components. Services use fault isolation, autoscaling, and back-pressure to prevent overload from cascading. Data and signalling paths are built with redundancy and continuous health checks, enabling rapid failover. Twilio also operates 24/7 monitoring, incident response, and status communications, and supports customer-side patterns (retries with jitter, idempotency, multi-region designs) to further improve end-to-end availability.
• Outage reporting: Status Pages are provided at https://status.ciptex.com/ Updates can be subscribed to via Email, Webhook or SMS.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
• Access restrictions in management interfaces and support channels: Named Users, MFA
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password

Audit information for users

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

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: Ciptex follows a structured information security framework aligned with ISO/IEC 27001 principles and UK public sector best practice. Core policies include information security, data protection and GDPR compliance, access control, secure development, incident management, business continuity, supplier risk management, and acceptable use. Responsibility for information security sits with the executive leadership team, with oversight from a designated security lead responsible for policy implementation, risk management, and compliance. Technical controls are enforced by engineering leadership, while operational compliance is monitored by management and reviewed regularly. Policies are communicated to staff through onboarding, mandatory training, and periodic reviews. Compliance is ensured through role-based access controls, least-privilege permissions, audit logging, secure coding standards, peer review, and vulnerability management. Third-party suppliers are assessed against security and data protection requirements. Security incidents are managed through a defined incident response process, including identification, containment, investigation, remediation, and reporting to customers and regulators where required. Policies and controls are reviewed regularly to address emerging threats, regulatory changes, and platform updates.
• 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: Management approach ; Ciptex employs a structured change management framework aligned with ITIL principles. All service components are tracked through ServiceNow CMDB with full lifecycle visibility from procurement to decommissioning. Changes follow a formal CAB process with risk assessment, security impact analysis, and rollback procedures. Security implications are evaluated against our ISO 27001 controls, with mandatory security review for changes affecting authentication, data handling, or network boundaries. All changes are version-controlled via Git, deployed through CI/CD pipelines with automated security scanning, and documented with audit trails. Emergency changes follow expedited procedures whilst maintaining security governance.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Ciptex operates continuous vulnerability scanning using tools such as Qualys across our infrastructure. Threat intelligence is sourced from NCSC alerts, vendor security advisories (Twilio, AWS), and CVE databases. Critical vulnerabilities are patched within 24 hours, high-severity within 7 days, following risk-based prioritisation. Patches undergo expedited testing in isolated environments before production deployment. Cloud infrastructure benefits from automated patching where available. Our ISO 27001-certified processes include threat modelling during design and regular security reviews. Vulnerability status is tracked with executive reporting and compliance dashboards.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Ciptex operates 24/7 Security Operations Centre monitoring all environments using endpoint detection and network traffic analysis. Potential compromises are identified through anomaly detection, failed authentication patterns, unusual data access, and threat intelligence feeds. Upon detection, incidents follow our ISO 27001-certified response procedure: immediate containment, forensic analysis, stakeholder notification, and remediation. Critical incidents (P1) receive immediate response with executive notification within 1 hour. All incidents are logged, investigated, and reported with lessons learned. We maintain incident response runbooks and conduct quarterly tabletop exercises to ensure readiness.
• 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: Ciptex operates ITIL-aligned incident management via Zendesk with pre-defined runbooks for common scenarios including service outages, security incidents, and performance degradation. Users report incidents through multiple channels: web portal, email, telephone hotline, and integrated monitoring alerts. All incidents receive unique reference numbers with automated acknowledgment. Major incidents trigger dedicated bridge calls with stakeholder engagement. Incident reporting includes real-time status updates via customer portal, regular email / phone communications during resolution, and post-incident reviews documenting root cause, impact, and preventative actions. Monthly service reports provide trend analysis and SLA performance metrics. Critical incidents receive executive-level reporting within 24 hours.
• 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: No

Pricing

• Discount for educational organisations: Yes
• Free trial available: Yes
• Description of free trial: £320 of service credits is applied to all eligible not-for-profit organisation accounts which can be used for testing purposes.
• Link to free trial: https://ciptex.com/g-cloud/twilio

Discount percentage by annual call-off contract value (excluding VAT)

• Less than £250,000: 0%
• Between £250,000 and £500,000: 2.5%
• Between £500,001 and £1,000,000: 2.5%
• Between £1,000,001 and £2,500,000: 2.5%
• Between £2,500,001 and £5,000,000: 2.5%
• Over £5,000,001: 2.5%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: QAS International
• ISO/IEC 27001 accreditation date: Thursday 14 August 2025
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: QAS International
• ISO 9001 accreditation date: Thursday 14 August 2025
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: Yes
• Who accredited the PCI DSS certification: PCI Security Standards Council
• PCI DSS accreditation date: Friday 20 December 2024
• What the PCI DSS doesn’t cover: None Payment Related Products & Services
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 7dc39134-5356-47da-abcb-999e354bf3ba
• Cyber essentials plus: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Other security certifications: 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 sales@ciptex.com. Tell them what format you need. It will help if you say what assistive technology you use.