ERNST & YOUNG LLP

Global VAT Reporting Tool (GVRT)

The EY Global VAT Reporting Tool is a cloud hosted end-to-end global Value Added Tax (VAT) reporting solution that redefines and globally standardises the preparation, production, and reporting process. It is an EY cloud hosted global compliance solution which automates the preparation of indirect tax returns.

Features

• Cloud hosted solution accessible anywhere via the web
• VAT return mapping and tax technical content maintained by EY
• Transactional data loading from a range of sources
• Automatic checking of tax technical accuracy of transactions
• End-to-end digital audit trail of returns and working files
• Making Tax Digital compliant in preparation and API submission (E-filer)
• Obligation and deadline tracking via built-in dashboards and process tracking
• Management dashboards for VAT metrics, KPIs, error rates, supply chain
• Bespoke functions tailored to public sector entities including S41 bodies
• Future-proof tax compliance should UK indirect tax reporting requirements change

Benefits

• Eliminate the manual and time intensive indirect tax preparation process
• Keep pace with complexity of VAT compliance obligations in UK
• Provide organisations with increased and more accurate indirect tax data
• Mitigate incorrect tax returns resulting in fines and penalties
• Meet indirect tax requirements and reporting needs
• Be fully compliant with UK's Making Tax Digital requirements
• Access bespoke functions tailored to public sector entities
• Computation of specific indirect tax return requirements for public bodies

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 eytenders@uk.ey.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

314553559960880

Contact

EY Tenders
+44 (0) 20 7951 2000
eytenders@uk.ey.com

About your service

• Service categories:

  Applications

  Enterprise resource management

  Financial

  • Financial and Accounting Applications
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: As a professional services firm, EY provides contracted services as a managed service, leveraging our existing Microsoft Azure platform to provision the architecture for the systems involved in the implementation and delivery of GVRT. Importantly, there are no specific hardware configurations required for our services.; ; We are committed to transparency and will ensure that clients are notified of any changes that may adversely impact services. Such notifications will be communicated through by EY or via the established processes outlined in the governing contract.
• System requirements:
  • Computer
  • Access to the internet

User support

• Email or online ticketing support: Yes
• Support response times: Our target response times to acknowledge queries or issues raised to the service desk by telephone or email are 30 minutes for Critical issues, 2 hours for High Priority, 2 Days for Moderate Priority and 4 Days for Low Priority. Please refer to our terms and conditions for further detail on priority levels.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AAA
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: No
• Support levels: General bug support services are provided via the service desk as part of the standard licence fees of accessing the tool. ; ; As part of implementation, the client is provided a key contact to raise issues/changes with but once the tool goes live, support transitions to the service desk. Any further support outside the scope of the service desk would be subject to additional fees to be agreed at the time.
• Support available to third parties: No

Onboarding and offboarding

• Getting started: There is an implementation phase of the project to onboard clients onto GVRT and configure it to specifications set by the client - this includes phases of Data Gather, Configuration and User Acceptance Testing before Go Live and a period of Hypercare.; ; Before User Acceptance Testing, user training is provided (this can be on-site or online) and user documentation is provided.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: Users can self-extract their data by downloading exports of the data and "Output Packs" from the tool to extract it when the contract ends.
• End-of-contract process: If the contract ends or the client decides to terminate, there will be a period of time where they can extract and back up their data. Once this is confirmed, user access will be removed and the client workspace in the tool, as well as any data, will be permanently deleted.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: WCAG 2.2 AA
• API: Yes
• What users can and can't do using the API: There is an API for GVRT for users to automate loading transactional data to the tool. It is also possible to utilise APIs to access process tracking and user permissions. Users can make a request through the service desk to gain access to the relevant API. Changes cannot be made to the tool via API
• API documentation: No
• API sandbox or test environment: No
• Customisation available: No

Scaling

• Independence of resources: EY maintains dedicated teams who assess service line's technological requirements and forthcoming needs for expansion. These teams liaise with the internal infrastructure teams to ensure that capacity and system performance are monitored and amended for future developments.; ; EY engagement teams work with the client to understand the volume profile of requests over the year. This Business Impact Analysis is by IT Services to prepare the relevant infrastructure for high levels of demand. This is designed to cope with high levels of data transmission, and the virtual server environment is extremely flexible to cope with periodic need for increased capacity.

Analytics

• Service usage metrics: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Developed Vetting (DV)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: European Economic Area (EEA)
• 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: ‘IT Health Check’ performed by a CHECK service provider
• Protecting data at rest:
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • 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:
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Users can export their raw uploaded data from the Data Load section, or processed data through the Data Visuals. There is also the option to download "Output Packs" of the returns and associated 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)
  • IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: 99.5% of the time following the availability of Microsoft Azure hosting services, where the GVRT Application is hosted by EY other than during key periods of scheduled or emergency maintenance or force majeure event.
• Approach to resilience: The disaster recovery function of EY's critical business environment has been carefully planned and periodically tested to make EY's most critical business applications readily available in the event of a declared disaster. The program is administered in accordance with industry best practices, including from the International Standards Organization, Business Continuity Institute and Disaster Recovery Institute International. The system design and hosting review processes address the need for failover capability to an alternate recovery site based upon the criticality of the business functions. EY has multiple business applications and the EY disaster recovery process and procedures require each application to have a business impact analysis created for it. Those results define recovery time objective (RTO) and recovery point objective (RPO) of the application. Disaster recovery solutions are designed and tested to meet the RTO and RPO defined by the business. Daily encrypted system backups are performed to support the recoverability of EY's systems in the event of a disaster.; ; Due to the diverse nature of EY business and wide range of systems in use, there is no single BCP/DR testing. Rather, tests are run on independent parts and on a rolling basis on a 24-month schedule for our major infrastructure.
• Outage reporting: Public dashboard on the GVRT homepage

Identity and authentication

• User authentication needed: Yes
• User authentication: Multi-Factor Authentication (MFA)
• Access restrictions in management interfaces and support channels: Privileged/administrative accounts require a separate set of credentials, which are vaulted, use time-bound passwords and require multi factor authentication (MFA). Privileged/administrative account passwords must be at least 25 characters long, contain at least three of the following categories: one number, one lower case letter, one upper case letter and one non-alphanumeric character.; ; EY uses industry recommended solutions to protect and safeguard privileged/administrative accounts. Access to these tools is restricted to holders of such accounts, in a strict least privilege and highly controlled manner. We use hardened servers with FIPS 140-2 encryption among other protection controls.
• Access restriction testing frequency: At least once a year
• Management access authentication: Multi-Factor Authentication (MFA)

Audit information for users

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

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: EY is a Global Professional Services firm and, as such, maintains a robust data privacy and information security program designed to protect the confidentiality, integrity and availability of business and personal information.; ; Our Information Security policy and its supporting standards and controls are continually vetted by senior management to confirm that the material remains timely and accurate, and that it correlates to legal and regulatory requirements applicable to us.; ; The EY Global Chief Information Security Officer (CISO) provides final approval for our policy documentation.; ; Mandatory and recommended policy statements span nearly a dozen widely recognised information security areas. ; ; EY Global Information Security Policy - Code of Connection is reviewed on an annual basis. Other supplemental documents such as guidelines and procedures are reviewed periodically on a rolling basis (i.e. bi-annually or upon material changes).; ; Employees are required to annually agree to the EY Code of Conduct and policies which includes those related to privacy, confidentiality and information security. Agreement to abide by the Code of Conduct is a condition for continued employment or other association with EY. ; Violations of the Global Code of Conduct may result in disciplinary action, up to and including termination of employment.
• 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: EY Technology aligns with the Information Technology Infrastructure Library (ITIL) and follows a globally implemented, structured change management process for all infrastructure changes. The process ensures consistent methods and procedures are used to manage changes efficiently and reduce the impact of change‑related incidents on service quality. It incorporates a controlled release approach with appropriate testing and validation. All change requests are handled through a single, standardised process. The objective is to ensure every change to operational environments is raised as a request for change, enabling proper planning, assessment, approval, scheduling, implementation, and closure.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: EY operates a daily vulnerability scanning program across internal and external networks. Its Vulnerability Management Policy defines deployment timelines based on infrastructure sensitivity and vulnerability risk. Testing, monitoring and automated deployment support patching, which occurs within 7–180 days depending on criticality; high‑risk patches are applied within 7–10 days, with faster turnaround for emergencies. The Cyber Threat Intelligence team researches and analyses threats, developing mitigation strategies using public sources, industry and security vendors, several paid services, and memberships in groups such as FIRST, FBI Infragard and other closed trust communities.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: EY’s Security Operations team monitors essential infrastructure, including firewalls, IDS and network devices, supported by ongoing internal and external vulnerability scans. Potential compromises are identified through proactive automated monitoring, periodic reviews of patch levels, access rights, logs and system health, with more frequent reviews for higher‑threat issues. When alerts indicate suspicious activity, Cyber Defense teams investigate using monitoring systems and threat‑intelligence services. Protection Services applies security policies and uses active and reactive technologies to block unwanted traffic and malicious code. EY operates continuous 24x7x365 monitoring, enabling rapid response when potential incidents arise.
• 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: EY’s Information Security Incident Response Plan (ISIRP) defines pre‑defined processes for managing events that threaten information assets. A Cyber Incident Response Team is formed based on the incident type, with Incident Response, Forensics & Investigations preserving and analysing evidence. If client data may be involved, the engagement Partner is notified for agreed escalation. The ISIRP outlines how to activate the program, roles, documentation, and handling different incident types. It aims to contain incidents, minimise damage, communicate clearly, coordinate response, document actions, identify root cause, and complete lessons learned. The ISIRP is tested annually.
• 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
• ISO/IEC 27001 accreditation date: Tuesday 28 March 2023
• What the ISO/IEC 27001 doesn’t cover: Covers ISMS that covers systems, assets and processes related to all client data that is stored, processed and transferred to EY
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: BSI
• ISO 9001 accreditation date: Friday 13 October 2023
• What the ISO 9001 doesn’t cover: Covers Facilities Management activities at EY UK offices
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 34a30969-df95-41bd-806c-23bd6bc79e05
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 756f2a85-2b14-4347-8230-35a941505f62
• 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
    • 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 eytenders@uk.ey.com. Tell them what format you need. It will help if you say what assistive technology you use.