Starlight AI

Foresight: Sovereign AI for effective decision intelligence, simulation & predictive modelling

Decision intelligence module that connects AI models, data, and business processes to deliver predictive insights, high-fidelity simulations, scenario planning, and optimised decision-making for strategic and operational performance improvement.

Features

• High-fidelity simulation engine modelling complex organisational processes
• AI-powered predictive analytics using multiple stacked models
• Scenario planning and what-if analysis capabilities
• Real-time decision optimisation recommendations based on simulations
• Integration with existing data sources and technology stack
• KPI tracking linked directly to decisions and processes
• Multi-variable optimisation for resource allocation and planning
• Visual decision support dashboards showing predicted outcomes
• Automated bottleneck identification and capacity constraint analysis
• Continuous learning models that improve accuracy over time

Benefits

• Understand what will happen, why, and what to do
• Test strategic decisions safely before implementing them
• Optimise resource allocation by simulating different scenarios
• Identify bottlenecks and constraints before they impact performance
• Multiply value of existing investments and plan more effective ones
• Make data-driven decisions with confidence using simulation evidence
• Reduce operational inefficiencies through intelligent process optimisation
• Accelerate decision-making with real-time optimisation recommendations
• Avoid costly mistakes by modelling outcomes before taking action
• Achieve measurable performance improvements through decision intelligence

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 shahbaz@starlight.inc. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

255903917362473

Contact

Shahbaz Ahmad
02080681677
shahbaz@starlight.inc

About your service

• Service categories:

  Application Development and Deployment

  Analytics and business intelligence

  • Business Intelligence
  • Advanced and predictive analytics
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: Our product integrates with any software(s) that an organisation may use, this is one of our core value propositions. It is the customer's discretion if they wish to maintain their existing systems or not, we are able to work either along side or replace them.
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: The service is delivered as a cloud-hosted SaaS and requires an internet connection and supported web browser. Planned maintenance windows may occur outside UK business hours and are communicated in advance. Service availability and performance are dependent on underlying public cloud infrastructure. Customisation beyond standard configuration may require additional scoping. Support hours and response times are defined in the service support agreement.
• System requirements:
  • Modern web browser (Chrome, Edge, Firefox, Safari)
  • Stable internet connection
  • JavaScript enabled in browser
  • TLS 1.2 or higher supported
  • User account with appropriate access permissions
  • Email access for notifications and authentication
  • MFA-capable authentication device
  • Screen resolution suitable for web applications

User support

• Email or online ticketing support: Yes
• Support response times: Support requests submitted via email or the online ticketing system are acknowledged within one business day. Initial responses are typically provided within one business day during UK business hours (09:00–17:30, Monday to Friday, excluding public holidays). Response times may be longer outside business hours or at weekends. Priority issues are triaged and responded to as quickly as possible based on impact and urgency.
• User can manage status and priority of support tickets: No
• Phone support: No
• Web chat support: No
• Onsite support: No
• Support levels: The service provides a single standard support level included in the service price. Standard support includes email and online ticketing support during UK business hours (09:00–17:30, Monday to Friday, excluding public holidays). Support covers incident investigation, fault resolution, service usage questions, and configuration guidance related to the service. Support requests are triaged by the supplier based on impact and urgency. There are no separate paid-for support tiers, premium response options, or guaranteed response time SLAs. A dedicated technical account manager or named cloud support engineer is not provided as part of the standard service. Support is delivered by qualified engineers familiar with the service architecture and operational model. Additional consultancy, onboarding assistance, or bespoke support arrangements can be discussed separately if required, subject to agreement and additional cost.
• Support available to third parties: No

Onboarding and offboarding

• Getting started: Users are onboarded through a structured remote onboarding process managed by Starlight. This includes an initial setup and discovery session to confirm service scope, call handling requirements, operating hours, escalation rules, and compliance constraints. Starlight configures the service, validates call flows, and conducts testing prior to go-live. Buyers are provided with clear onboarding documentation describing how the service operates, how calls are handled, and how to request changes or support. Remote walkthroughs or briefing sessions are provided for buyer stakeholders as part of onboarding to explain service behaviour and operational use. No onsite training is required. Ongoing guidance is provided through written documentation and support channels as part of the standard service. The service is designed to operate without day-to-day user management or specialist training.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: At the end of the contract, buyers can request extraction of their service data by contacting Starlight support. Data is provided in a commonly used, machine-readable format appropriate to the service, such as structured files or call records, subject to data protection and security requirements. Starlight will agree the scope and format of the data extract with the buyer and provide it securely within a reasonable timeframe following contract termination. The service does not impose technical restrictions that prevent data extraction. Following confirmation that data has been successfully transferred, Starlight will securely delete buyer data in line with contractual terms, data retention policies, and applicable legal and regulatory obligations.
• End-of-contract process: At the end of the contract, the service will cease in line with the agreed contract end date or termination notice. Starlight will work with the buyer to support an orderly offboarding process. As part of the standard contract price, this includes: confirmation of contract closure, provision of agreed data extracts in a commonly used format, and secure deletion of buyer data following successful transfer, in line with data protection obligations and retention policies. There is no charge for standard end-of-contract activities, including data extraction and data deletion. Any additional services beyond standard offboarding, such as extended data retention, bespoke migration support, or additional consultancy time requested by the buyer, would be subject to separate agreement and pricing if required. The service does not impose exit fees or technical barriers to contract termination.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: End users interact with the service through multiple modalities including voice, conversational AI, and traditional web interfaces across both mobile and desktop platforms. Mobile interfaces are optimised for voice interaction, real-time monitoring, case updates, and essential field tasks. Desktop interfaces provide comprehensive administration, advanced configuration, detailed analytics, complex reporting capabilities, and workflow management. Both platforms support the full range of AI-powered features, with desktop enabling more data-intensive operations and mobile facilitating on-the-go access to critical functions.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: The service features a unified web-based interface accessible via browser on desktop and mobile devices, with native mobile applications available for iOS and Android. Users interact through multiple modalities: conversational AI for natural language queries and commands, voice input for hands-free operation, and traditional graphical interfaces for visual workflows. The interface adapts contextually based on user role, displaying relevant dashboards, case information, analytics, and administrative controls. A proactive AI assistant provides contextual prompts and guidance throughout. All interfaces integrate seamlessly with existing organisational systems, requiring no additional software installation beyond standard web browsers for basic access.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: The browser-based administrative interface has been designed with accessibility best practices aligned to WCAG 2.2 AA, including semantic HTML, keyboard navigation, appropriate contrast, and screen-reader compatibility. The service has been tested internally using common assistive technologies such as screen readers and keyboard-only navigation. The voice-based interface inherently supports accessibility by enabling users to interact via spoken language over standard telephone networks, reducing reliance on visual or motor interaction. Ongoing user feedback is incorporated into iterative improvements, and accessibility considerations are reviewed as part of regular service updates.
• API: No
• Customisation available: Yes
• Description of customisation: Customisation is configuration-based and performed by Starlight as part of service delivery. The following elements can be customised: call flows and conversation structure; AI prompts and knowledge boundaries; escalation and handoff rules; operating hours and call routing policies; supported languages, voice, and tone; integrations with buyer systems such as CRM or ticketing platforms; and compliance and data handling constraints. Buyers request customisation through agreed onboarding, change requests, or support channels. Starlight’s technical team implements and validates all configuration changes to ensure service integrity, security, and compliance. Customisation is performed by Starlight only. Buyers do not directly configure, program, or modify the service themselves and are not provided with self-service administrative tooling or access to underlying systems. All customisation uses standard service components and does not involve bespoke software development or changes to the core platform.

Scaling

• Independence of resources: The service is delivered using logically isolated, tenant-aware infrastructure with per-customer configuration and workload separation. Capacity management, rate limiting, and automated scaling are used to prevent individual tenants from impacting others. Monitoring and alerting are in place to detect abnormal load or degradation. This ensures that usage patterns from one customer do not adversely affect the performance or availability experienced by other customers.

Analytics

• Service usage metrics: Yes
• Metrics types: Service metrics are provided via a real-time administrative dashboard for buyers. Metrics include service availability, call volumes, interaction counts, system health indicators, configuration status, and high-level performance indicators relevant to operational oversight. Metrics are aggregated at service and tenant level and are intended to support monitoring, assurance, and service management. No end-user personal data is exposed through metrics.
• Reporting types: Real-time dashboards
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: None

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
• User control over data storage and processing locations: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest:
  • Physical access control, complying with another standard
  • Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure

Data importing and exporting

• Data export approach: Users export their data by submitting a request to Starlight support. Upon request, Starlight will prepare and securely provide the buyer’s data within an agreed timeframe. Data is exported in commonly used, non-proprietary formats to enable reuse and migration. Secure transfer methods are used to deliver the data to the buyer. Data export is available during the contract term and at contract end, with no technical restrictions preventing access to buyer data.
• Data export formats: CSV
• Data import formats: CSV

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: The service is designed to be highly available and is delivered using resilient public cloud infrastructure with redundancy and automated recovery mechanisms. Starlight targets a monthly service availability of 99.5%, excluding scheduled maintenance. Planned maintenance windows are communicated in advance and scheduled to minimise user impact. Availability is monitored continuously, and incidents impacting service availability are prioritised and addressed according to defined incident management procedures. The service does not offer financial service credits or automatic refunds linked to availability levels. In the event that availability targets are not met, Starlight will work with the buyer to investigate the issue, provide incident reporting, and implement corrective actions to prevent recurrence. Any service-specific availability commitments or remedies can be agreed contractually where required.
• Approach to resilience: The service is designed for resilience using managed public cloud infrastructure with built-in redundancy and fault tolerance. Core components are deployed across multiple availability zones to reduce the impact of individual component or zone failures. The underlying cloud datacentres provide resilient power, cooling, and network connectivity, with physical and environmental controls managed by the infrastructure provider in line with recognised industry standards. Service components are stateless where possible and supported by automated recovery, health monitoring, and restart mechanisms. Data is stored on resilient, replicated storage services to protect against hardware failure. Continuous monitoring and alerting are used to detect service degradation or failure. Incidents are handled through defined incident management processes, with root cause analysis and corrective actions applied where required. Planned maintenance activities are scheduled to minimise impact on availability and are communicated in advance. Detailed architectural and datacentre resilience information can be provided to buyers on request where appropriate.
• Outage reporting: Service outages and significant incidents are reported to buyers through direct communication channels. Buyers are notified by email when an outage is identified, including information on impact, mitigation actions, and progress updates where appropriate. There is no public status dashboard or publicly accessible outage API. Service status information is communicated directly to affected buyers to ensure accuracy and relevance. Following resolution, incident summaries can be provided on request, including root cause and corrective actions taken. Outage reporting forms part of the service’s incident management process and is aligned with defined support and communication procedures.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: Access to management interfaces and support channels is restricted to authorised personnel only. Administrative and support access is role-based and granted on the principle of least privilege. All management access requires authenticated accounts protected by strong passwords and multi-factor authentication. Access is limited to approved user accounts, logged, and regularly reviewed. Support interactions are handled through authenticated service desk processes and verified user requests. End users interacting with the service via voice do not have access to management or support interfaces.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • 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: 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: No
• Security governance approach: Security governance is implemented through documented policies, defined roles, and management oversight covering secure development, access control, incident management, vulnerability management, and data protection. The organisation’s governance framework is aligned with ISO/IEC 27001, and formal certification is currently in progress. Security governance also aligns with the Software Security Code of Practice. Risks are identified, assessed, and tracked, with remediation actions prioritised based on impact. External penetration testing and internal reviews support continual improvement, with overall accountability held at senior leadership level.
• Information security policies and processes: The organisation operates documented information security policies and processes covering access control, data protection, secure development, vulnerability management, incident management, change management, and business continuity. These policies are aligned with recognised good practice and ISO/IEC 27001 principles, with formal certification currently in progress. Overall responsibility for information security sits with senior leadership, who approve policies, oversee risk management, and ensure appropriate resourcing. Day-to-day implementation is carried out by authorised technical staff in line with documented procedures. Security risks are identified, assessed, and tracked, with remediation actions prioritised based on impact and likelihood. Compliance with policies is enforced through technical controls, role-based access, change approval processes, monitoring, and audit logging. Policies are reviewed regularly and updated to reflect changes in the service, threat landscape, or regulatory requirements. External penetration testing, internal reviews, and incident post-mortems inform continual improvement of security controls and processes.
• 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: Configuration items for the service (application code, infrastructure, configuration, and security controls) are version-controlled and tracked throughout their lifecycle using managed repositories and infrastructure-as-code practices. All changes are assessed prior to deployment for operational and security impact, including access, data handling, and availability considerations. Changes are tested in controlled environments before release. Production changes follow a defined change process with approval, logging, and rollback procedures. Emergency changes are documented retrospectively and reviewed to prevent recurrence.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: The service operates a continuous vulnerability management process aligned to recognised standards. This includes automated dependency scanning, infrastructure vulnerability scanning, and regular patching of operating systems and third-party components. Identified vulnerabilities are risk-assessed, prioritised, and remediated according to severity. High-risk vulnerabilities are addressed on an expedited basis. External penetration testing is conducted periodically by qualified providers, and findings are tracked through to resolution.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Protective monitoring is implemented across the service to detect anomalous behaviour, security events, and operational issues. Logs are collected from application, infrastructure, and access layers and monitored using automated alerting. Alerts are triaged based on severity and escalated to engineering staff for investigation. Monitoring supports detection of unauthorised access, service misuse, and abnormal system activity. Logs are retained in accordance with agreed retention policies to support investigation and audit.
• 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: The service follows a defined incident management process aligned to recognised standards. Security and operational incidents are logged, triaged, and assigned severity levels. Initial containment actions are taken promptly to limit impact, followed by investigation and remediation. Customers are notified of relevant incidents in line with contractual commitments. Post-incident reviews are conducted to identify root causes and implement corrective actions, with lessons learned fed back into operational and security processes.
• 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: No
• Free trial available: No

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

• Less than £250,000: 0%
• Between £250,000 and £500,000: 2%
• Between £500,001 and £1,000,000: 4%
• Between £1,000,001 and £2,500,000: 6%
• Between £2,500,001 and £5,000,000: 8%
• Over £5,000,001: 10%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 6abd4154-9cdb-4342-b435-53a210558e25
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: C9d41a25-45cd-4dec-a9e6-2f404a45826d
• 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 shahbaz@starlight.inc. Tell them what format you need. It will help if you say what assistive technology you use.