KEY IVR LIMITED

Automated Payment Line

Provides secure, automated telephone payments using IVR. Callers enter card details directly, without agent involvement, allowing PCI-compliant self-service payments. Reduces call traffic and maintains a consistent, accessible customer experience.

Features

• DTMF-suppressed, voice or digital IVR payments
• Fully automated, agent-free payment capture
• Multi-language IVR prompts
• Configurable menus and call flows
• 24/7 availability for inbound payments
• Real-time payment confirmation
• Save details securely for future, repeated payments
• PCI-DSS aligned architecture
• Telephony platform integration
• Detailed call and transaction reporting

Benefits

• Enable customers to pay without speaking to an agent
• Reduce call handling time for contact centres
• Lower operational costs through automation
• Maintain PCI compliance without agent involvement
• Improve payment completion outside business hours
• Reduce queue times during peak periods
• Support accessible, self-service payments
• Minimise exposure to sensitive card data

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

Framework

G-Cloud 15

Service ID

323501010356378

Contact

Sophie Chan
01302513000
sales@keyivr.com

About your service

• Service categories:

  Applications

  Customer relationship management

  • Marketing campaign management
  • Digital commerce
  • Sales force productivity and management
  • Customer service
  • Contact centre
• 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: Our service extends telephony and contact-centre platforms, CRM systems, customer engagement tools, payment gateways and back-office software. It integrates secure, PCI-DSS compliant payment handling into existing voice, chat and digital workflows, enabling organisations to add payment capability without replacing their core systems or disrupting operations.
• Cloud deployment model: Private cloud
• Service constraints: Constraints might include planned maintenance arrangements or support being limited to specific hardware configurations. Planned maintenance is carried out outside core business hours wherever possible and customers are notified in advance. Service availability may be briefly affected during essential upgrades, security patching or emergency maintenance.
• System requirements:
  • Modern web browser (Chrome, Edge, Firefox, Safari)
  • JavaScript enabled in the browser
  • Cookies enabled for session management

User support

• Email or online ticketing support: Yes
• Support response times: Customer queries are logged through our service desk and acknowledged promptly during business hours. Requests are prioritised based on impact and urgency, with critical service-affecting issues escalated immediately. Outside of core hours, on-call support is available for high-severity incidents to ensure continuity of service. Routine queries raised at weekends or out of hours are responded to on the next business day.
• 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: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: The web chat has been tested against common assistive technologies, including leading screen readers and keyboard-only interaction patterns, to ensure that users who rely on these tools can open, navigate and complete conversations without barriers. It has been aligned with WCAG 2.2 requirements and ensuring an inclusive experience for users with visual, motor, or cognitive impairments.
• Onsite support: Yes, at extra cost
• Support levels: We provide a single, consistent support level for all customers, with issues prioritised by severity rather than by tier. Routine queries and service requests are handled by our service desk during business hours (08:30 - 17:00, Monday to Friday).; ; For critical, service-affecting incidents, we provide 24/7 on-call support, with immediate escalation to our technical and operations teams to restore service as quickly as possible.; ; Support is included within the standard monthly service charge and covers incident handling, fault resolution, operational queries and ongoing assistance. Customers have access to named contacts and account management, providing a clear point of ownership and coordination for service delivery, reviews and escalations.; ; Where required, enhanced support arrangements, such as extended hours coverage, priority handling, dedicated resources or onsite assistance, can be agreed under specific contracts at additional cost.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: Each customer is onboarded through a structured implementation process led by a dedicated project manager. This includes discovery, specification, configuration, testing and go-live support. Users receive guided training tailored to their service, including live sessions, “train the trainer” options, and practical walkthroughs of the platform. We provide user documentation, training guides and videos, and access to a secure client portal. During and after go-live, our support team remains available to assist users and answer questions, ensuring a smooth transition into live operation.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: Customers may request a final export of their data. Once data has been successfully transferred and the service has ended, customer data is securely deleted in line with our information security and asset handling procedures.
• End-of-contract process: The organisation will be contacted about extending or renewing the contract.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
  • Other
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Whether customers access payment links or portals on a smartphone, tablet, or desktop browser, they are directed to the same PCI-DSS Level 1 certified payment interface that works seamlessly on any web-enabled device. The same service also supports over-the-phone payments, where callers can securely enter card details on their mobile handset during a live call. In all cases, the interface adapts to the device and interaction method, ensuring a consistent, secure experience.
• Service interface: No
• User support accessibility: None or don’t know
• API: Yes
• What users can and can't do using the API: Our API lets customers connect their own systems to Key IVR so they can automatically send and receive information, such as creating payment requests, passing customer references and receiving payment outcomes. This removes manual steps and allows the service to fit naturally into existing processes.; ; Key IVR sets up the service and security controls during onboarding. Once live, users can use the API to submit data, trigger transactions and receive updates as part of their day-to-day operations.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Organisations can customise their service across call flows, branding, messaging, business rules and integrations. This includes IVR prompts, language, currency, payment journeys, operating hours, routing logic, and CRM or backend integrations.; ; Authorised contacts can request changes through our support channels or with their Account Manager. Where appropriate, customers can provide their own content (such as prompts, brand guidelines, scripts or business rules) for deployment.

Scaling

• Independence of resources: We design our services using dedicated and logically segregated components to prevent contention between customers. Call flows, applications and data stores are isolated per tenant, ensuring one customer’s activity cannot degrade another’s service. Resource limits and throttling protect shared infrastructure, while change and release processes ensure performance impacts are assessed before deployment. This architecture guarantees consistent performance and availability, regardless of demand generated by other users.

Analytics

• Service usage metrics: Yes
• Metrics types: Customers are provided with clear operational metrics relevant to their service, including service availability, incident volumes, response and resolution times, and call or transaction performance where applicable. These metrics are available via a secure client dashboard or portal, as well as through regular service reviews and operational reports. Reporting can be tailored to customer requirements and may include trend analysis and optimisation recommendations.
• Reporting types:
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Staff screening not performed
• Government security clearance: None

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: 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 CREST-approved service provider
• Protecting data at rest: Physical access control, complying with another standard
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Data exports will be request through and completed by Key IVR. The exported date will be provided through a secure method such as an sFTP connection
• Data export formats: CSV
• Data import formats: CSV

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: Our services are designed for high availability and are delivered from resilient, dual data centre environments to minimise the risk of single points of failure. We guarantee 99.95% service availability, measured on a monthly basis and excluding agreed maintenance windows.; ; Availability is continuously monitored, with any degradation or outage logged and managed under our incident management and support processes. Customers are notified of incidents that may affect service availability, with regular updates provided until resolution.; ; Our standard SLA (without service credits) focuses on rapid response, transparency and remediation rather than financial penalties. Following any outage, customers receive a post-incident report detailing the impact, root cause, corrective actions and preventative measures.; ; Where required, SLAs under specific customer contracts can include service credits aligned to agreed availability thresholds.
• Approach to resilience: To provide a high system availability the following measures are in place: Dual data centre environment with the option to operate from a single data centre or with the load shared across both data centres. Duplicate infrastructure at each data centre. Resilient firewalls in a HA pair. Resilient hardware with no single point of failure. Resilient networking with no single point of failure. Realtime data replication between data centres on a storage device level ; - Support contracts in place with key Suppliers. 24/7 support cover
• Outage reporting: Service availability is continuously monitored, with automated alerts generated for service degradation or outages. When an issue is detected, it is logged in our service desk and assessed by our operations team. Customers are notified via email for any incident that may impact service availability or performance, including updates on progress and resolution.; ; Major incidents are managed under our incident response process, with regular status updates issued until resolution.; ; Following restoration, affected customers receive a post-incident report detailing the nature of the outage, impact, root cause, corrective actions taken and any preventative measures implemented.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: Management interfaces and support systems are not exposed to the public internet and are accessible only from secured internal networks or approved VPN connections. Access is controlled using role-based access control (RBAC), with permissions granted on a least-privilege basis aligned to job function. Support channels are authenticated and logged, ensuring all activity is attributable. Access rights are reviewed regularly and removed promptly when roles change, ensuring only approved users can manage services or customer data.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password

Audit information for users

• Access to user activity audit information: Users contact the support team to get audit information
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users contact the support team to get 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
  • Other
• Other security governance standards: Cyber Essentials and PCI-DSS v4.01 - Level 1
• Information security policies and processes: At Key IVR the security of our systems and solutions, and the protection of data entrusted to us by our clients and customers, is core to everything we do. The in-house security team works closely with all key business functions to ensure a stringent adherence to our constantly evolving information security polices and procedures is maintained. ; ; Support spans across the business from Senior Management team members down through all team members levels. Our policies and processes have been developed in line with the following standards: ISO27001 2022, PCI DSS Version 4.01, Cyber Essentials, GDPR, NCSC
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: We maintain a formal, ISO-aligned change management process covering software, infrastructure and PCI-scoped services. All service components are recorded in our service desk and asset registers and tracked throughout their lifecycle from deployment to retirement. ; ; Changes are raised in our CRM system, classified, impact-assessed and reviewed by a Change Advisory Board. Each change includes security impact analysis, rollback plans and testing requirements. Code and configuration are version-controlled, with changes implemented in non-production environments before release. ; ; All changes are logged, auditable and reviewed post-implementation, ensuring security, integrity and availability are preserved at every stage.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We operate a formal vulnerability management process aligned to ISO 27001 and PCI DSS. Potential threats are assessed through continuous monitoring, scheduled internal and external vulnerability scanning (including Qualys and Nessus), and risk-based review of findings. ; ; Sources include vendor security advisories, CVE feeds, industry alerts and penetration test reports. Vulnerabilities are triaged by severity and business impact, with critical issues prioritised for immediate remediation. Patches are tested in non-production environments and deployed via controlled change management, typically within days for high-risk issues. All actions are tracked, verified and auditable.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We operate centralised logging and monitoring across servers, networks and applications, with audit logs capturing access attempts, configuration changes and anomalous activity.; ; Automated alerts and regular reviews identify potential compromises such as unauthorised access, unusual behaviour or system failures. Events are classified as informational, warning or exception and correlated to detect security incidents. ; ; Suspected compromises are immediately escalated through our Information Security Event and Incident Response procedures. High-risk incidents trigger activation of the Incident Response Team, enabling containment, investigation and recovery, typically within minutes to hours depending on severity.
• 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 operate a formal, documented incident management process aligned to ISO 27001 and PCI DSS. Pre-defined procedures exist for common security events, including unauthorised access, service disruption and data exposure, ensuring consistent triage and response. Users and customers can report incidents via our service desk, email or phone, with all events logged centrally. Incidents are assessed, prioritised and escalated to the Incident Response Team where required. We provide clear incident communications and post-incident reports to affected customers, detailing impact, root cause, remediation actions and preventative measures.
• 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: 5%
• Between £500,001 and £1,000,000: 10%
• Between £1,000,001 and £2,500,000: 15%
• Between £2,500,001 and £5,000,000: 20%
• Over £5,000,001: 25%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: BSI
• ISO/IEC 27001 accreditation date: Wednesday 11 June 2025
• What the ISO/IEC 27001 doesn’t cover: Sales team
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: Yes
• Who accredited the PCI DSS certification: LRQA
• PCI DSS accreditation date: Thursday 27 March 2025
• What the PCI DSS doesn’t cover: Sales team
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: Bf2fe52e-40bf-4d5e-87e8-b68bf469c985
• 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
    • 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

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