GENERATION DIGITAL LIMITED

Brex – Corporate Card, Cash & Spend Management Platform

Brex is an AI-powered financial software platform offering corporate cards, expense management, and accounts payable automation in a unified solution. It provides finance teams with real-time spend control, automated accounting reconciliation, and policy compliance globally to simplify financial operations.

Features

• Virtual and physical corporate cards with flexible spend limits.
• Business cash account (Brex Cash) with banking-style features.
• Real-time expense tracking and transaction visibility across cards.
• Automated receipt capture, matching and expense reconciliation.
• Spend controls, approval workflows and policy enforcement.
• Vendor bill pay and accounts-payable automation.
• Integration with accounting and ERP systems (QuickBooks, NetSuite etc.).
• Multi-currency payments and global operations support.
• Centralised dashboard for spend, cash, budgets and reporting.
• Rewards, cashback or benefits on card spending.

Benefits

• Reduces manual expense admin and saves finance team time.
• Improves spend visibility and budget control across company.
• Ensures company-wide compliance with spend policies.
• Speeds up expense reconciliation and month-end close.
• Simplifies vendor payments and reduces invoice backlog.
• Eliminates need for personal guarantees on company cards.
• Enables global operations with multi-currency payments support.
• Provides integrated banking and liquidity for businesses.
• Consolidates cards, cash, payments and accounting in one platform.
• Earns rewards or cashback on everyday business expenses.

• 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 gcloud@gend.co. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

308658494859919

Contact

Thomas Sutton
+44 020 3951 3986
gcloud@gend.co

About your service

• Service categories:

  Applications

  Enterprise resource management

  Financial

  • Financial and Accounting Applications
  • Accounts Payable Applications
  • Travel and Expense Management Applications
• Multi cloud support: No

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: Brex is a vital extension to ERP systems (NetSuite, QuickBooks), HRIS systems for employee onboarding/offboarding, and SSO providers (Okta, Google Workspace) for access control. It also integrates with travel booking tools and other procurement software to automate end-to-end spend workflows.
• Cloud deployment model: Public cloud
• Service constraints: The Brex Card is a charge card, requiring the balance to be paid in full monthly (cannot revolve a balance). Approval for card services depends on the business's financial health and requires linking a bank account for monitoring. Brex card services are subject to Mastercard network rules. Planned maintenance is typically non-disruptive and announced via the status page.
• System requirements:
  • A modern, current web browser
  • An active SSO provider
  • Verified business bank account for payments
  • A mobile device (iOS/Android) for best receipt capture experience
  • Secure TLS 1.2+ connectivity for all data synchronization.

User support

• Email or online ticketing support: Yes
• Support response times: We provide expedited support and aim to respond quickly to questions. Available during business hours Monday to Friday, we will respond to enquiries within one business day or twenty four hours from the date of the receiving the inquiry.
• 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: Yes
• Web chat support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: None
• Onsite support: Yes, at extra cost
• Support levels: We provide the following support levels: Onboarding Customer success managers (CSMs): A dedicated partner familiar with your goals, helping you hit them with coaching, calls, and training. Professional services: Additional consulting sessions for on-site training, digital transformations, custom integrations, and more. Custom resources: From onboarding to feature tips, we can provide the right content at the right time to help answer your team’s questions and needs.
• Support available to third parties: No
• AI chatbot: No

Onboarding and offboarding

• Getting started: We provide a wide range of onboarding services for clients including: - Online training - Onsite training - Comprehensive user guides Etc.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
  • Other
• Other documentation formats:
  • Interactive guides
  • Video tutorials
• End-of-contract data extraction: Data export is available at contract end.
• End-of-contract process: At the end of the contract licences can be renewed or terminated.
• 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: The Brex Mobile App is optimised for employee use, focusing on real-time receipt capture, expense classification, and requesting funds/cards. The Desktop Dashboard is optimized for finance and admin users, providing comprehensive financial reporting, compliance configuration, policy creation, and accounts payable management, reflecting the division of labour between spending and administration.
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: Brex offers a web-based user interface (dashboard) for finance teams to manage cards, expenses, bills, payments, and reports.
• Accessibility standards: None or don’t know
• Description of accessibility: Brex aims to ensure its web and mobile interfaces are usable via standard accessibility features (keyboard navigation, high colour contrast). Users can manage spending, capture expenses, and review reports. We are committed to maintaining a high level of usability for all users, but formal public documentation confirming compliance with specific standards is available upon NDA request.
• Accessibility testing: Specific, formal interface testing with users of assistive technology is not publicly documented. Our development process includes internal checks for usability, keyboard navigation, and adherence to modern web standards, which benefits assistive technology users. For UK public sector buyers requiring verifiable evidence of testing (e.g., with screen readers or alternative input devices), this information and detailed Voluntary Product Accessibility Templates (VPAT) can be requested and provided under a contractually binding agreement.
• API: Yes
• What users can and can't do using the API: The API allows users to programmatically pull transactional data, financial reports, and expense details for custom integration or analysis. Users can also perform limited changes, such as adding metadata to transactions. Core functions like initial account setup, changing high-level financial settings, or modifying credit limits are restricted to the secure web interface for strong governance and security.
• API documentation: No
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Spend policies and card limits per user or department, approval workflows for expenses and reimbursements & vendor list and bill-pay configurations can be customised by Administrators, finance teams, approved managers via the Brex dashboard UI by admins or finance managers.

Scaling

• Independence of resources: Brex runs on a scalable multi-tenant cloud architecture that employs resource isolation through advanced load balancing and sharding techniques. This design ensures that high demand or transaction volume from one user is logically separated and cannot degrade the performance or availability of the spending, expense, or card processing services for any other user.

Analytics

• Service usage metrics: Yes
• Metrics types: Brex provides spend tracking, account balance, cash flow, transaction history, budgeting and reporting metrics via the dashboard.
• Resource tagging: Yes
• FOCUS resource tagging: No

Resellers

• Supplier type: Reseller providing extra support
• Organisation whose services are being resold: Brex

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: None

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: Other locations
• User control over data storage and processing locations: No
• 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: Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: Users can export detailed transaction logs, statements, and various financial reports directly from the Brex Dashboard in an open format like CSV. Additionally, all expense and financial data is exported automatically via two-way synchronization to the buyer’s integrated accounting or ERP system, ensuring a continuously updated record in their system of record.
• Data export formats:
  • CSV
  • Other
• Data import formats:
  • CSV
  • Other

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: Brex aims for high availability, targeting a guaranteed platform uptime of at least $99.9\%+$, excluding scheduled maintenance. Specific Service Level Agreements (SLAs), including the mechanism for calculating and providing service credits or refunds in the event of validated unavailability, are provided within the signed Master Service Agreement (MSA) specific to the contract. The service is resilient, operating across multiple cloud zones to prevent single points of failure.
• Approach to resilience: The Brex platform is built on resilient public cloud infrastructure deployed across multiple Availability Zones (AZs), providing geographic redundancy and automatic failover capabilities. This ensures rapid recovery and minimal disruption if a single AZ fails. Data is replicated synchronously across zones. The architecture uses decoupled microservices and continuous monitoring to maintain high service continuity and protect against system-wide failures.
• Outage reporting: Service status, including any outages or performance degradations, is communicated via a public, real-time status page (dashboard). Users can subscribe to email alerts for proactive notification of incidents and subsequent resolution updates. Updates are typically issued immediately upon detection of an incident and upon full resolution. API status endpoints are also available for programmatic checks.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
• Access restrictions in management interfaces and support channels: Access is restricted using Mandatory Single Sign-On (SSO) and Multi-Factor Authentication (MFA). Role-Based Access Control (RBAC) enforces the Principle of Least Privilege, limiting management access based on user job function. For support, users must authenticate securely via their account credentials before any sensitive information is shared or discussed.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • 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: Other
• Other security governance standards: As a regulated fintech with banking partners, Brex is subject to financial regulations and bank compliance regimes.
• Information security policies and processes: Brex maintains an Information Security Management System (ISMS) compliant with SOC 1 Type 2, SOC 2 Type 2, and PCI DSS. Security governance is driven by the CISO, reporting directly to the Board/senior leadership. Policies are enforced through mandatory, continuous security awareness training for all personnel. Compliance is continuously monitored via internal audits and annual external reviews to ensure active adherence to policies.
• 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: All service components are tracked via a systemized inventory. Changes are managed through a formal process, including a required security impact assessment, peer code review, and QA testing. Deployments leverage Infrastructure-as-Code (IaC) and immutable infrastructure principles, ensuring configuration consistency and preventing security drift from the baseline across all environments.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: We assess threats via continuous scanning (internal and external), third-party audits, and an active Bug Bounty Program. We monitor industry threat intelligence feeds (e.g., NVD, vendor advisories). Vulnerabilities are triaged based on severity, and critical patches are deployed as quickly as possible, following a rapid, emergency change management process to minimize risk.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: We utilize SIEM tools for real-time aggregation and analysis of security logs across the environment. Potential compromises are identified via pre-defined rules, machine learning, and behavioural anomaly detection. Upon alert, the 24/7 Security Operations team responds immediately, with documented procedures prioritizing rapid containment and investigation according to the severity of the incident.
• 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: We maintain pre-defined playbooks for common security, operational, and financial incidents. Users report incidents via the dedicated Support Portal or account manager. We provide incident reports to affected customers via direct communication and the public status page, following a transparency protocol. The process includes containment, eradication, recovery, and post-mortem analysis.
• 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: Yes
• Description of free trial: Brex offers a free-account tier (often called “Brex Business Account (Free)”) for companies to access basic cash management, corporate cards, and expense management features.

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

• Less than £250,000: 0%
• Between £250,000 and £500,000: 5%
• Between £500,001 and £1,000,000: 10%
• Between £1,000,001 and £2,500,000: 10%
• Between £2,500,001 and £5,000,000: 15%
• Over £5,000,001: 20%

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: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials 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 certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• 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 gcloud@gend.co. Tell them what format you need. It will help if you say what assistive technology you use.