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PwC - Managed Cyber Risk (MCR)

PwC Managed Cyber Risk is a managed cyber risk analytics service that helps organisations identify, measure, prioritise and treat cyber risk. It combines PwC’s risk models, threat intelligence and advisory expertise with a secure SaaS platform to support board-level oversight, operational decision-making and regulatory confidence.

Features

• Real-time risk dashboards integrating threats, controls, metrics, and executive reporting
• Low-code SaaS platform enabling self-service configuration, assessment, and reporting
• Automated controls monitoring via integrations with CSPM, XSPM, CCM tools
• GenAI-driven threat intelligence curation and natural language risk insights
• Configurable cyber risk models supporting qualitative and quantitative analysis
• What-if simulations modelling risk impact from threat or control changes
• Pre-loaded risk, threat, and control libraries mapped to standards
• Continuous risk calculation using automated data refresh and scheduling
• Secure cloud architecture with federated identity, SSO, and strong authentication
• Portfolio and ROI analytics tracking risk reduction from security investments

Benefits

• Quickly centralise cyber risk data across teams, tools, business units
• Continuously assess risks using automated data feeds and expert judgement
• Rapidly prioritise security investments based on quantified risk reduction outcomes
• Easily align cyber risk reporting with board and regulatory expectations
• Streamline assessments by reusing standardised risk, threat, and control libraries
• Accelerate decision-making using real-time dashboards and scenario simulations
• Reduce manual reporting effort through automated calculations and scheduled refreshes
• Improve collaboration by sharing consistent risk views across executives, teams
• Confidently track progress against risk appetite and target control maturity
• Quickly adapt risk models to organisational, threat, or control changes

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 uk_tender_tracker@pwc.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

277364242306149

Contact

Ash Sturgeon
028 9041 5797
uk_tender_tracker@pwc.com

About your service

• Service categories:

  Application Development and Deployment

  Application platforms

  • Model driven application platforms
• 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: The Managed Cyber Risk (MCR) service acts as an extension to a range of existing cyber security, cloud security, and GRC software services by integrating with them to aggregate data, enhance analytics, and provide consolidated cyber risk insight.
• Cloud deployment model: Public cloud
• Service constraints: The service is delivered primarily as a managed SaaS platform with advisory support. Client access requires internet connectivity and modern browsers. Some integrations depend on third-party tool APIs and client permissions. On-site delivery is available where required but most support is delivered remotely.
• System requirements:
  • Modern web browser with secure internet connectivity
  • Access to Microsoft-enabled cloud environment for platform delivery
  • Ability to integrate with existing security and GRC tools
  • Availability of cyber risk, threat, and control data sources
  • Support for multi-cloud and hybrid environment

User support

• Email or online ticketing support: Yes
• Support response times: Support requests can be raised by authorised users during UK business hours (09:30–17:30 GMT, Monday to Friday, excluding UK public holidays). PwC will use reasonable endeavours to begin investigation of validated issues within one business day. Issues are prioritised and resolved in line with documented service levels based on priority and complexity.
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: No
• Support levels: PwC provides support for the Managed Cyber Risk platform via a dedicated email support channel during UK business hours (09:30–17:30 GMT, Monday to Friday, excluding UK public holidays). Issues are prioritised by PwC based on impact and complexity and resolved in line with documented service levels. Formal escalation routes are available where service levels are breached or where issues have significant business impact.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We help users start using the Managed Cyber Risk (MCR) service through a combination of onboarding support, training, and documentation.; ; As part of service setup, PwC provides structured onboarding and configuration support, helping users establish their cyber risk framework, configure the platform, and integrate relevant tools and data sources. This ensures the service is aligned to the organisation’s risk appetite, maturity, and objectives.; ; Users are supported through training sessions covering platform administration, reporting, analytics, and modelling. Training is typically delivered remotely, with options to tailor sessions to different user roles. Where required, training can also be delivered onsite as part of an agreed engagement.; ; The platform subscription includes access to user documentation, such as user guides and supporting materials, to help users understand how to navigate the interface, use key features, and interpret outputs. Ongoing support is available through the service, enabling users to build confidence and capability in using MCR effectively
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: When the contract ends, users can extract their data from the Managed Cyber Risk (MCR) service through agreed offboarding and data export processes.; ; PwC supports data extraction by providing access to reports, dashboards, and underlying risk data generated within the platform, in line with the agreed scope of the service. Data can be exported in commonly used formats suitable for reporting and record-keeping, ensuring continuity and auditability for the customer.; ; Where integrations are in place, source data remains available within the customer’s original systems. PwC will work with the buyer during contract closure to agree the data to be extracted, the format, and the timing, ensuring an orderly transition.; ; The service does not restrict buyers from retrieving their data at contract end, and data handling is managed in accordance with contractual terms and applicable data protection requirements
• End-of-contract process: At the end of the contract, the Managed Cyber Risk (MCR) service is offboarded in a controlled and agreed manner.; ; Included in the contract price:; As part of the standard service, PwC supports an orderly contract closure, including the cessation of platform access and support services at the agreed end date. Users retain access to reports and outputs generated during the contract term up to contract expiry. Standard support for agreeing offboarding steps and timelines is included.; ; Additional costs (if required):; Any extended support beyond contract end, such as additional data extraction activities, bespoke reporting, migration support, or continued access during a transition period, would be subject to separately agreed fees. Similarly, requests for custom data formats, additional analysis, or extended PwC support after contract termination are not included in the base price and would be agreed on a time-and-materials or fixed-fee basis.; ; Platform subscriptions and managed services do not automatically renew unless explicitly agreed. All offboarding activities are handled in line with contractual terms and applicable data protection requirements
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Onboarding and offboarding documentation is centrally hosted in a SharePoint-based Knowledge Hub and is accessible to authorised users via the Managed Cyber Risk (MCR) platform. Offboarding guidance includes secure access removal and provides clients with the option to export their data using the platform’s data export feature prior to termination, supporting data portability, client ownership, and orderly exit.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: The Managed Cyber Risk (MCR) service interface is a secure, web-based platform that provides users with access to cyber risk analytics, dashboards, and reporting through a standard browser. The interface presents consolidated views of cyber risk exposure, threat likelihood, control maturity, and impact, enabling users to understand and manage cyber risk in line with business objectives.
• Accessibility standards: None or don’t know
• Description of accessibility: Managed Cyber Risk (MCR) is a web-based service accessed via standard internet browsers, with role-based access controlled by designated administrators. It ensures users only engage with functions pertinent to their roles. Users can configure risk frameworks, perform assessments, manage risk treatments, run simulations, and view reports based on their permissions. Administrators have full access for user management and configuration, while modellers set up risk frameworks. Assessors conduct assessments and manage treatments but cannot change configurations. Executives have read-only report access for oversight. Core settings are locked after establishment, maintaining strict controls and segregation of duties for all authorized users.
• Accessibility testing: Not applicable
• API: No
• Customisation available: Yes
• Description of customisation: Users can customise the Managed Cyber Risk (MCR) service within defined, supported parameters.; ; What can be customised:; Users can tailor cyber risk, threat, and control taxonomies; align the service to recognised control frameworks; define risk appetite, tolerances, and key metrics; and configure dashboards, reports, and executive views. Integrations with existing cloud security, risk, and GRC tools can also be configured.; ; How users can customise:; Customisation is achieved through configuration within the MCR platform interface and by enabling integrations using out-of-the-box or custom connectors. Some configuration activities are supported through PwC-led setup and optional services to ensure accuracy and consistency.; ; Who can customise:; Customisation is typically performed by authorised customer users with appropriate roles, supported by PwC cyber risk specialists during onboarding and change activities. End users cannot modify the underlying platform code or analytics engine.; ; This approach provides flexibility while maintaining governance, security, and supportability

Scaling

• Independence of resources: The Managed Cyber Risk (MCR) service is a cloud-based subscription platform designed to support multiple customers with consistent performance. It manages user demand through platform capacity management and controlled service configuration. Access is provisioned per customer, with user tiers and role-based controls to ensure fair resource usage. The scalable cloud infrastructure allows capacity adjustments to meet demand without degrading service quality. PwC oversees configuration changes, integrations, and high-impact activities through controlled processes, minimizing the risk of performance issues caused by unmanaged usage. This setup ensures each customer operates within a defined scope and usage profile.

Analytics

• Service usage metrics: Yes
• Metrics types: Through our dedicated success managers, we provide the following service KPIs in a monthly report:; # of unique user logins​; # of support tickets​; # of users​; # new metrics onboarded to the platform since last month​
• Reporting types:
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Not a reseller

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: United Kingdom
• User control over data storage and processing locations: Yes
• Datacentre security standards: Managed by a third party
• Penetration testing frequency: At least once a year
• Penetration testing approach: In-house
• Protecting data at rest: Physical access control, complying with SSAE-18 / ISAE 3402
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type: Data Erasure

Data importing and exporting

• Data export approach: Users can export data from the Managed Cyber Risk (MCR) service through platform reports and dashboards, facilitating cyber risk insights and analysis for reporting and audits. PwC provides structured data exports in alignment with engagement terms. In environments integrated with third-party tools, original data remains in customer-owned systems for direct access, reducing dependence on MCR for data retention. Bespoke data extraction or additional export support is available as a chargeable service, contingent on buyer agreements. All data export activities adhere to contractual terms and data protection standards.
• 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: Any commitments relating to availability, resilience, service levels, or remediation (including service credits or refunds) would be subject to the terms of the call-off contract agreed with the buyer. Where required, availability expectations and remedies can be discussed and contractually agreed during procurement.
• Approach to resilience: PwC has designed the most important aspects of how we deliver client service to be fault tolerant, minimizing any single-points-of-failure. From how we use technology, operate engagement teams, and utilize internal PwC services. Our operations are highly resilient and secure. However, we recognise that even enhanced resiliency has its limitations. Accordingly, PwC Business Continuity Plans (BCP) are constructed with recovery strategies, plans, and processes to allow us to manage facility, personnel, technology, and supplier impacts. They also include immediate resiliency capabilities as well as recovery plans.
• Outage reporting: Our clients are contacted by their PwC engagement team without undue delay of a service outage affecting the clients' data that is in PwC's possession or control.; Contact will occur in accordance with any applicable laws or regulations and within the terms and conditions as stipulated in the PwC – Client contract or SoW.

Identity and authentication

• User authentication needed: Yes
• User authentication: Username or password
• Access restrictions in management interfaces and support channels: Access to management interfaces and support channels for (MCR) service is restricted through role-based access controls and controlled service processes.; ; Management interfaces are accessible only to authorised users with appropriate roles, ensuring users can only view or manage functions relevant to their responsibilities. User access is provisioned, reviewed, removed as part of defined access management processes.; ; Support channels are restricted to nominated customer contacts and PwC delivery teams. Requests for configuration changes, integrations, or support are handled through agreed engagement, governance processes, preventing unauthorised changes.; ; This approach ensures controlled access, appropriate segregation of duties, protection of customer data, service configuration
• Access restriction testing frequency: At least once a year
• Management access authentication: Username or password

Audit information for users

• Access to user activity audit information: Users contact the support team to get audit information
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users contact the support team to get 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
• Information security policies and processes: The PwC Information Security Policy (ISP) has been developed to ensure the confidentiality, integrity, and availability of the information and technology assets (e.g., IT applications, systems, and facilities) used by the member firms and is aligned to ISO/IEC 27002:2022 Information technology - Security techniques Code of Practice for Information Security Management industry standard. For more information, please see.; https://www.pwc.com/us/en/site/assets/pwc-isp-security-statement.pdf
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: PwC has established and maintains a Change Management (CM) process which includes risk assessment, test and back out procedures, review and approval components. The process is based on the ITIL framework and is responsible for controlling changes to IT Services throughout the service life cycle. The CM process controls/governs the addition, modification or removal of authorised, planned or supported services or service components (Configuration Items) and associated documentation (Knowledge Items). Changes are documented within the system of record. We have a formal Change Advisory Board (CAB) process that reviews change controls in the high and medium risk change categories.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: PwC has established processes and procedures for performing regular vulnerability scans and penetration tests across it's technology environment. Vulnerability scanning of networked devices are performed on a monthly basis at minimum, with penetration testing on internet facing systems being performed at least annually. PwC has a defined, risk-based process for addressing vulnerabilities. Steps include: reviewing, assessing, categorising, summarising, tracking, and applying risk treatments where appropriate. A series of escalations built into our eGRC tool ensure that all identified findings are being addressed appropriately.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: PwC maintains system audit logs for servers and network devices that log the occurrence of system faults and security events and facilitate examination of abnormal activities. Security logs are collected to a central Security Information and Event Management (SIEM) system to prevent modification or removal of admin and user activities. Security related events are logged across the entire PwC technology environment, and retained for a minimum of 365 days.
• 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: PwC has a formal Global Incident Response Plan which includes:; – Reporting mechanisms for an information security event; – Escalation procedure; – An Incident/Event Response team available 24x7x365; – Procedures to collect/maintain a chain of custody for evidence ; – Feedback process to ensure those reporting information security events are notified of the results ; – Event reporting mechanism ; – Actions to be taken in the event of an information security event; – Formal disciplinary process for dealing with security breaches; – Process for assessing/executing client/third party notification requirements; – Postmortem to include root cause analysis/remediation plan, provided to leadership.
• 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: 0%
• Between £500,001 and £1,000,000: 0%
• Between £1,000,001 and £2,500,000: 0%
• Between £2,500,001 and £5,000,000: 0%
• Over £5,000,001: 0%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: BSI Assurance UK Limited
• ISO/IEC 27001 accreditation date: Wednesday 27 November 2024
• What the ISO/IEC 27001 doesn’t cover: Not applicable
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: BSI Assurance UK Limited
• ISO 9001 accreditation date: Tuesday 19 March 2024
• What the ISO 9001 doesn’t cover: Not applicable
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: Yes
• Who accredited the PCI DSS certification: Worldpay by FIS
• PCI DSS accreditation date: Tuesday 18 February 2025
• What the PCI DSS doesn’t cover: PwC UK does not hold a single, firm‑wide PCI DSS certification. However, there are limited, discrete functions within the firm that process payment card data in a restricted and controlled manner, and which are individually PCI DSS compliant for those specific activities only.; Any PCI DSS compliance applies only to those specific functions and systems that process card payments. It does not extend to the wider PwC UK firm, its services, or its technology estate as a whole.
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: A1ea046c-e493-4eba-942a-304da6f49a03
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 7b9817ef-a60d-468b-8511-ae1b9ac25459
• Other security certifications: Yes
• Any other security certifications: ISO 22301 Business Continuity Management

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
    • 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 uk_tender_tracker@pwc.com. Tell them what format you need. It will help if you say what assistive technology you use.