SOFTCAT PLC

Palo Alto Cortex Cloud

Cortex Cloud is a unified platform providing real-time cloud security across code, infrastructure, and runtime environments. It combines cloud native application protection with security operations to detect, prioritise, and remediate risks. The service utilises artificial intelligence to automate threat response and ensure continuous compliance across multicloud and hybrid deployments.

Features

• Unified Cloud Command Center

Benefits

• Massive Reduction in Mean Time to Respond

Service documents

• Pricing document

  ODS

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

Framework

G-Cloud 15

Service ID

319090104860900

Contact

Public Sector Tenders
01628 403403
psitq@softcat.com

About your service

• Service categories:

  Systems Infrastructure Software

  Security

  • Cloud native application protection platform
  • Security analytics
  • Governance, risk and compliance

  Network security

  • Trusted network access and protection
  • Active application security

  Data security

  • Information protection
  • Digital trust
• 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: Cortex Cloud extends Prisma Cloud by merging its CNAPP capabilities with best-in-class CDR. It natively integrates the Cortex XDR agent for real-time runtime protection and feeds cloud-contextual data into Cortex XSIAM. Additionally, it synchronizes with Cortex XSOAR for automated remediation, and supports third-party scanners.
• Cloud deployment model: Public cloud
• Service constraints: XSIAM is a SaaS product and requires the deployment of the XSIAM Endpoint agent to appropriate and compatible endpoints.,.
• System requirements:
  • Supported Devices
  • Operating System
  • Internet Connectivity

User support

• Email or online ticketing support: Yes
• Support response times: Platinum: S1 (Critical) <15 minutes, S2 (High) <30 minutes, S3 (Medium) <2 hours, S4 (Low) <4 hours. Premium: S1 (Critical) <1 hour, S2 (High) <2 hours, S3 (Medium) <4 hours, S4 (Low) <8 hours. Standard (Mon-Fri 7am-6pm) as per Premium SLA's
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: Yes
• Web chat support availability: 24 hours, 7 days a week
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: Palo Alto Networks ensures the accessibility of our web chat and support interfaces through rigorous testing against WCAG 2.1 Level AA standards. Our methodology includes manual validation by specialized teams using assistive technologies, including screen readers such as JAWS, NVDA, and VoiceOver, as well as keyboard-only navigation to eliminate barriers like keyboard traps. We leverage ARIA Live Regions to ensure real-time chat updates are communicated effectively to assistive tool users. Detailed results of our functional testing and conformance levels are documented in our Accessibility Conformance Reports (ACR), available to customers upon request
• Onsite support: Yes, at extra cost
• Support levels: Platinum: S1 (Critical) <15 minutes, S2 (High) <30 minutes, S3 (Medium) <2 hours, S4 (Low) <4 hours. Premium: S1 (Critical) <1 hour, S2 (High) <2 hours, S3 (Medium) <4 hours, S4 (Low) <8 hours. Standard (Mon-Fri 7am-6pm) as per Premium SLA's. Technical Account Manager is at additional, and part of the proffesional services resource/capability
• Support available to third parties: Yes
• AI chatbot: Yes

Onboarding and offboarding

• Getting started: Documentation, support, training, professional services, step-by-step guides, play books
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
  • Other
• Other documentation formats:
  • Online Help
  • Knowledge Base
  • Video Tutorials
• End-of-contract data extraction: Data Backup, Export Logs and Reports, Data Migration, Vendor Assistance
• End-of-contract process: Services cease, renewal discussion, required data retrieval, transition to alternative solution
• 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: Because handheld platforms are more compact, the mobile experience is optimized for monitoring and response (e.g., isolating a host or acknowledging an alert) rather than complex tasks like building intricate SOAR playbooks or writing long XQL queries
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Cortex XSIAM features a unified, task-oriented web interface designed for an "Autonomous SOC." It consolidates SIEM, SOAR, and XDR into a single browser-based dashboard.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Palo Alto Networks Cortex XSIAM aligns with WCAG 2.1 Level AA standards by integrating accessibility features into the core platform's development lifecycle. The interface is optimized for keyboard-only navigation, allowing administrators with motor impairments to manage security policies and view dashboards without the use of a mouse. To support vision-impaired users, XSIAM utilizes ARIA (Accessible Rich Internet Applications) labels, which enable screen readers like JAWS or NVDA to accurately describe complex elements such as AI-driven charts and policy tables. The platform also adheres to strict color contrast requirements, ensuring that high-severity security alerts remain distinguishable through more than just color-coded indicators. The platform now offers a natural language interface that acts as an assistive tool, allowing users to query security data and perform complex tasks using text commands rather than navigating dense graphical menus. Palo Alto Networks maintains transparency regarding these features by providing a Voluntary Product Accessibility Template (VPAT) report upon request, which details exactly how XSIAM meets Section 508 and WCAG requirements.
• API: Yes
• What users can and can't do using the API: Using the Cortex XSIAM API, users can programmatically list and update incidents (cases), execute XQL queries for threat hunting, manage asset inventories, and trigger remote response actions (like host isolation). It also supports managing API keys and automating application security scans. However, users cannot bypass rate limits (typically 1,000 requests per minute) or exceed payload constraints (e.g., 2MB per request). Direct hardware-level modifications are unavailable, and all actions are strictly bound by Role-Based Access Control (RBAC), preventing users from accessing data or executing commands beyond their assigned permissions.
• API documentation: Yes
• API documentation formats: HTML
• API sandbox or test environment: No
• Customisation available: Yes
• Description of customisation: Users can extensively customize the Cortex XSIAM service to align with their unique security operations by tailoring the visual interface, automation logic, and detection criteria. Specifically, users can create custom dashboards and widgets powered by the Cortex Query Language (XQL), design automated response playbooks using a visual drag-and-drop editor, and modify incident layouts or fields to track organization-specific metadata. This customization is performed directly within the browser-based management console through dedicated configuration menus and script editors. While high-level system changes and global policy adjustments are typically reserved for those with Account Administrator or Instance Administrator roles, organizations can also create Custom Roles with granular permissions to allow security engineers or senior analysts to manage specific components like playbooks, reports, or detection rules without granting full administrative access.

Scaling

• Independence of resources: Distributed architecture, load balancing, dynamic resource allocation, traffic prioritization

Analytics

• Service usage metrics: Yes
• Metrics types: User activity, Application usage, Network bandwidth, Threat detection
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Reseller (no extras)
• Organisation whose services are being resold: Palo Alto

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
  • European Economic Area (EEA)
  • Other locations
• User control over data storage and processing locations: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least every 6 months
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Physical access control, complying with another standard
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
  • Other
• Other data at rest protection approach: Services from Google/Amazon, logs stored in Cortex data lake
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Via management console, CSV, PDF, JSON formats available
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • JSON
  • PDF
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • JSON
  • XML

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • Legacy SSL and TLS (under version 1.2)
  • Other
• Other protection between networks: Segmentation, advanced firewalls (DPI, IPS), encryption, threat intelligence
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Other
• Other protection within supplier network: Segmentation, firewalls, encryption, threat detection/anomaly analysis

Availability and resilience

• Guaranteed availability: Aims 99.99%, service credit mechanism
• Approach to resilience: Global PoPs, redundancy, fault tolerance, dynamic routing, proactive monitoring
• Outage reporting: Status page/portal, automated notifications (email, SMS, console), support contact

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: Palo Alto Networks enforces strict access controls using a Zero Trust architecture. Management interfaces are secured via dedicated Out-of-Band (OOB) ports, isolated on segregated VLANs, and restricted to Permitted IP whitelists. We employ pre-defined playbooks for common security events to ensure machine-speed containment. Users report incidents through a MFA-enabled Support Portal or our PSIRT for vulnerabilities. Following an incident, we provide transparent, audited Incident Reports via the Palo Alto Networks Trust Center, adhering to global regulatory standards and ensuring continuous visibility for our customers
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • Username or password

Audit information for users

• Access to user activity audit information: Users have access to real-time audit information
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users 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:
  • CSA CSM version 4.0
  • ISO/IEC 27001
  • Other
• Other security governance standards: ISO 27017, 27018, 27701, HIPAA, PCI, SOC2
• Information security policies and processes: Formal ERM, risk-based approach, aligned to ISO 27001/2, includes HIPAA, PCI, SOC2 controls
• 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: Both PAN and end-user organization in control. Palo Alto Networks employs a rigorous Change Management framework where all configuration updates are formally requested, reviewed, and approved via automated workflows (e.g., XSOAR/ServiceNow). Changes follow a Commit/Validate model to ensure integrity before deployment. Detailed security practices are outlined in the Palo Alto Networks Trust Center.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: 6 step proactive process (Identification, Assessment, Prioritization, Mitigation, Remediation, Monitoring). We identify vulnerabilities through continuous automated scanning and annual third-party penetration testing. Threat intelligence is sourced from our world-class research team, Unit 42, global partners like the Cyber Threat Alliance, and government agencies. We assess potential threats by correlating technical data with business impact and CVSS scores. Critical security patches are prioritized and typically deployed within 24 to 48 hours for urgent threats. Standard updates follow a regular monthly cycle, incorporating rigorous automated testing to maintain service stability and integrity. Our processes are verified through annual SOC2 and ISO27001 audits.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: "Continuous monitoring, log analysis, threat detection, incident response, investigation. We utilize Precision AI and machine learning to continuously monitor our cloud infrastructure, identifying compromises through real-time telemetry and behavioral anomalies. Sourcing global intelligence from Unit 42, we automatically correlate signals across network, identity, and workload layers. When a potential threat is detected, our Incident Response team activates predefined playbooks to surgically isolate compromised assets and revoke credentials. We respond to critical incidents within minutes, leveraging automated containment to minimize impact. All actions are logged and audited to ensure rigorous compliance with SOC 2 and ISO 27001 standards. "
• 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: Palo Alto Networks utilizes an automation-led incident response framework centered on Cortex XSIAM and Unit 42 threat intelligence. We employ pre-defined tactical playbooks for common threat vectors—such as ransomware and credential theft—to facilitate consistent, machine-speed containment. Users can report potential vulnerabilities through our PSIRT portal or dedicated support channels. Our commitment to transparency includes providing incident updates and root-cause analyses via the Trust Center and secure customer portals, ensuring alignment with global regulatory notification standards.
• Post-quantum cryptography secure: Yes

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: NQA
• ISO/IEC 27001 accreditation date: Monday 8 April 2024
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: NQA
• ISO 9001 accreditation date: Monday 8 April 2024
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: Yes
• Who accredited the PCI DSS certification: SecurityMetrics
• PCI DSS accreditation date: Friday 10 January 2025
• What the PCI DSS doesn’t cover: N/A
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: E9fd5f85-7cd1-4ff2-aba9-6f9f5f225b1b
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 181966c9-f0aa-42ed-9271-d1b111bdf43b
• Other security certifications: Yes
• Any other security certifications: Security Standards dependant on the vendor solution

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 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
    • 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
    • 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
    • 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)
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • 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

  • 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)
    • 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
    • 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

  • 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

  ODS

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