MINDERA UK LIMITED

Mindera Application Platforms & Solutions

Our cloud-based application development platform enables public-sector organisations to build, deploy, and manage applications securely. It provides integrated development tools, pre-built templates, APIs, CI/CD pipelines, and collaboration features. With scalable infrastructure, monitoring, security controls, and comprehensive support, the platform ensures reliable, efficient, and compliant application development and delivery.

Features

• Cloud-based development environment accessible securely from any modern browser.
• Integrated IDE, debugging tools, version control for streamlined coding.
• Pre-built templates and frameworks accelerate application, RPA, and ML development.
• APIs enable integration with internal systems and external services.
• Continuous integration and CI/CD pipelines automate testing and deployment.
• Collaboration tools support role-based access and multi-user project management.
• Scalable compute and storage automatically adjust to workload demands.
• Built-in monitoring and analytics track application performance and usage.
• Security and compliance controls include encryption, authentication, and auditing.
• Customisable workflows, plugins, and extensions support specific organisational needs.

Benefits

• Reduces processing times by automating repetitive, rule-based tasks end-to-end
• Improves data accuracy through consistent execution and validation at scale.
• Enables 24/7 operations without breaks, lowering backlogs and wait times
• Frees staff for higher-value work, boosting productivity and morale.
• Standardises workflows, reducing variability and operational risk across teams.
• Accelerates application delivery using model-driven, low-code development approaches.
• Empowers business users to build automations under governed citizen development.
• Enhances compliance with audit trails, role-based controls, and encryption.
• Increases throughput via scalable bot orchestration and workload balancing
• Speeds change implementation with reusable components and rapid iterations.

• Education pricing available

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at mandy.finch@mindera.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

334728199667673

Contact

Mandy Finch
07538796404
mandy.finch@mindera.com

About your service

• Service categories:

  Application Development and Deployment

  Application platforms

  • Model driven application platforms
  • Robotic process automation
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Community cloud
  • Hybrid cloud
• Service constraints: There are no service constraints as we offer a fully bespoke service to buyers . Any and all service availability is defined within the service level agreement to meet buyers needs
• System requirements:
  • Secure cloud tenancy provisioned to isolate and protect buyer workloads.
  • Identity and access management controls authentication and user permissions.
  • Virtual machines run supported, fully patched operating systems.
  • Endpoint protection and antivirus installed across all user devices.
  • Network and firewall rules permit authorised service communications.
  • Application access and licences secured before deployment activities.
  • Compatible browsers and desktop software enable full platform functionality.
  • Monitoring and security tools detect, alert, and respond to issues.
  • Data storage and retention policies must align with regulatory requirements.
  • Change and release management followed for all deployments and updates.

User support

• Email or online ticketing support: Yes, at extra cost
• Support response times: Response times are fully customisable to client requirements.
• 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, at an extra cost
• Web chat support availability: 24 hours, 7 days a week
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: We've built Ai driven assistive web chat around specific buyers requirement, from concept through all testing stages to implementation
• Onsite support: Yes, at extra cost
• Support levels: Mindera provides flexible support levels which are fully costed for Buyers, to ensure reliable services. ; Level 1: delivers day-to-day assistance during agreed business hours. It includes access to documentation and user guidance, a service desk for incidents and requests, and resolution of common queries, known issues, and basic dashboard or reporting problems. Response and resolution times are agreed through SLA’s.; Level 2: builds on Level 1 with deeper technical expertise. Covering investigation and resolution of data quality, performance, and integration issues, configuration changes, and minor enhancements to dashboards and reports. Enhanced Support may include extended hours, faster response and resolution times, proactive monitoring, and scheduled service review meetings. Where required, this level can also provide access to a named Technical Account Manager or Cloud Support Engineer to coordinate issues, changes, and optimisation.; Level 3: provides specialist expertise for complex or critical issues, including advanced analytics, machine learning and predictive models, root cause analysis, and performance optimisation. It also offers guidance on information governance, security, explainability, and regulatory compliance.; All support follows government best practice for security, data protection, and service management, with documentation and knowledge transfer to support self-sufficiency.
• Support available to third parties: Yes
• AI chatbot: Yes

Onboarding and offboarding

• Getting started: We help buyers get started through a structured, consultancy-led onboarding engagement tailored to agreed objectives, delivery timelines, and constraints. Our software engineers work alongside buyer teams to support rapid mobilisation, alignment, and effective knowledge transfer. The engagement begins with a discovery and initiation phase to confirm business outcomes, agree ways of working, and select an appropriate delivery approach, such as staff augmentation or a dedicated delivery team.; ; We support technical and operational readiness, including setup of source code repositories, branching strategies, CI/CD pipelines, cloud environments, and access controls. We assist with establishing security baselines, single sign-on integration, secrets management, and monitoring and logging. Our architects define reference architectures and non-functional requirements, while delivery leads agree governance arrangements, coding standards, quality assurance processes, and acceptance criteria.; ; Enablement focuses on hands-on learning through workshops, pair programming, code reviews, and guided delivery sprints. Documentation is produced throughout, including architecture decisions, runbooks, and onboarding guides, ensuring capability is retained within the organisation. To accelerate value, we can deliver proof-of-value sprints with clear success measures and KPIs. Post-launch, we provide hypercare, optional managed support, and a structured handover to support sustainable operation and continuous improvement.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • ODF
  • PDF
• End-of-contract data extraction: Our standard offboarding approach is designed to minimise disruption and ensure buyers retain full ownership of their data, code, and assets. Where possible, solutions are delivered using buyer-owned cloud accounts, repositories, and tooling, meaning operational data and intellectual property already reside within the buyer’s environment. At contract end, buyers are provided with read-only access for up to 60 days to export data independently via the user interface and supported APIs, with extensions available by agreement.; ; We support comprehensive data exports in commonly used formats, including CSV, JSON, JSONL, and Parquet, along with attachments, audit logs, and operational metadata. Application source code, infrastructure-as-code, CI/CD configurations, container images, and operational documentation can be transferred to buyer systems. Database exports are provided as logical dumps or secure snapshots, depending on platform requirements.; ; Data transfers are encrypted using industry-standard encryption and delivered via approved cloud storage or secure file transfer. Assisted offboarding services are available if required, including managed exports, data validation, and knowledge transfer. Following confirmation of receipt, environments are decommissioned, credentials revoked, backups removed within agreed timeframes, and data deletion confirmed on request.
• End-of-contract process: Off boarding is fully tailored, recognising that each contract end is unique. Handover and disengagement are planned to ensure a smooth transition. Our services operate within the buyer’s cloud accounts, repositories, and tooling, ensuring all data, code, and artefacts remain under buyer control.; ; Upon notice, we confirm timelines, responsibilities, risks, and success criteria; freeze new scope; close outstanding items; and schedule structured knowledge transfer. We verify that repositories, infrastructure-as-code, pipelines, artefacts, documentation, and access credentials are complete, current, and accessible. Buyers may self-export data and assets via UI or APIs, with integrity checks where required. Access is de-provisioned, credentials rotated, and managed components shut down. A time-limited read-only window supports verification, and a deletion certificate is issued for residual data in our systems.; ; Included in the standard price are engineers/consultants per the statement of work, light project and account management, standard onboarding/off-boarding, documentation handover, business-hours knowledge transfer, limited warranty for in-scope deliverables, and standard security and compliance artefacts. Optional services at additional cost include extended access windows, bulk exports, after-hours support, on-site work, third-party licenses, penetration tests, audits, training, Centre of Excellence setup, change management, and successor onboarding. All terms are aligned with client requirements and contractual agreements.
• 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: Yes
• Compatible operating systems:
  • Android
  • IOS
  • Linux or Unix
  • MacOS
  • Windows
  • ChromeOS
  • Other
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Fully customised and bespoke to provide a full omni channel experience.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: This will be provided where required for each specific project and application scope
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: We have a large number of clients where the use of assistive technology requires a full audit to ensure it meets with WCAG 2.1 and roadmapped to WCAG 2.2. Each project is unique however where required we include this as part of the solution and scope
• API: Yes
• What users can and can't do using the API: We build any API to specific buyers project requirement. This is fully bespoke and will be designed based around technical parameters.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • HTML
  • ODF
  • PDF
  • Other
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: The solution are full customised based on buyers requirements

Scaling

• Independence of resources: We deploy within the buyer’s cloud accounts, avoiding multi-tenancy and cross-tenant contention. Compute runs on dedicated Kubernetes clusters or node pools with configured CPU/memory requests, limits, and priority classes. Data resides in managed instances or schemas with dedicated KMS keys and provisioned IOPS. Networking is isolated within the buyer’s VPC/VNet using per-environment security groups, egress controls, and connection pools. Messaging and caching use buyer-provisioned queues, streams, or caches with throughput limits and back-pressure. Autoscaling is scoped per environment with capacity reservations and warm pools. Monitoring provides dashboards and quotas, with SLO protection via circuit breakers and load shedding.

Analytics

• Service usage metrics: Yes
• Metrics types: We provide detailed service metrics to monitor platform performance, automation execution, and operational health. Key metrics include application uptime, response times, transaction throughput, RPA bot success/failure rates, queue lengths, and processing latency. Resource utilisation such as CPU, memory, storage, and network I/O is tracked per environment, alongside autoscaling events and capacity utilisation. Security and compliance metrics include access events, failed logins, encryption status, and audit log completeness. Metrics are exposed via dashboards, APIs, and reporting tools, with alerts for threshold breaches. Reporting frequency, retention, and formats are fully configurable to meet client and contractual requirements.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Reseller providing extra features and support
• Organisation whose services are being resold: ALL Commercially of the Shelf platforms, Adding features and Support

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:
  • United Kingdom
  • European Economic Area (EEA)
  • Other locations
• User control over data storage and processing locations: Yes
• Datacentre security standards: Managed by a third party
• Penetration testing frequency: At least every 6 months
• Penetration testing approach: Another external penetration testing organisation
• 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
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Degaussing
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: By default, all data, code, and artefacts reside in the buyer’s cloud accounts, repositories, and tooling. Exports are available via self-service UI or REST/GraphQL APIs, with filters, pagination, and scheduled pipelines writing CSV, JSON, or Parquet to object storage. Databases support logical dumps, snapshots, or change-data-capture into data lakes. Logs and audit trails can stream to SIEM systems. Security is enforced using IAM roles, TLS, and KMS, with verification via counts and checksums. Off-boarding and management processes are fully customised, agreed with the client, documented in the Statement of Work, and aligned to project scope and commercial terms.
• Data export formats:
  • CSV
  • ODF
• Data import formats:
  • CSV
  • ODF

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Legacy SSL and TLS (under version 1.2)
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Legacy SSL and TLS (under version 1.2)

Availability and resilience

• Guaranteed availability: We provide high availability through tiered service-level agreements (SLAs) defined for each engagement. The Standard SLA offers 99.9% monthly uptime; Enhanced provides 99.95% with multi-availability zone redundancy; Premium delivers 99.99% with regional failover. Coverage includes APIs, UI/orchestration endpoints, and scheduled job execution for components we operate in the buyer’s cloud. Exclusions include customer-initiated changes, third-party outages, force majeure, and scheduled maintenance limited to 60 minutes per month with 72 hours’ notice.; ; Availability is monitored every five minutes using synthetic probes and real-user monitoring. Uptime is calculated as one minus unavailable intervals divided by total intervals. Buyers receive real-time status dashboards, monthly SLA reports, and root-cause analyses for P1 incidents within five business days. Remedies are service credits applied to the next invoice: 10% for uptime 99.0–99.9%, 25% for 95.0–99.0%, and 50% for below 95.0%. For time-and-materials engagements, equivalent no-cost engineering hours are offered. Credits are capped at monthly fees and are not redeemable for cash. Claims must be submitted within 30 days; our telemetry is authoritative. SLA terms, monitoring, and remedies are fully customised, agreed with the client, and documented in the Statement of Work, aligned with project scope and contractual requirements.
• Approach to resilience: Our service is deployed single-tenant within the buyer’s cloud accounts, providing resilience and high availability by design. Stateless components operate behind load balancers with health checks, autoscaling, self-healing, and disruption budgets to maintain capacity. Persistent layers use managed databases with synchronous intra-AZ replication, automatic failover, and point-in-time recovery, with regular restore testing. Object storage ensures durability with versioning, lifecycle policies, checksums, and periodic integrity verification. Workloads are decoupled via durable queues or streams with dead-lettering, consumer autoscaling, and back-pressure to absorb spikes and isolate faults.; ; Network resilience is provided through isolated VPC/VNet subnets, security groups, redundant egress/NAT, WAF/DDoS protections, and DNS failover with health checks. Release safety incorporates blue/green and canary deployments, feature flags, immutable images, configuration-as-code, drift detection, and automated rollbacks. Observability includes metrics, logs, and traces with SLOs, synthetic monitoring, anomaly detection, automated remediation run-books, and on-call escalation.; ; Datacentre setup leverages separate Availability Zones within a region and optionally multi-region failover aligned to RTO/RPO objectives. Provider SLAs are met, and disaster recovery drills are conducted regularly. Detailed architectures, network diagrams, and failover playbooks are available. All deployment, monitoring, and operational arrangements are fully customised, agreed with the client, and documented in the Statement of Work.
• Outage reporting: We provide comprehensive outage reporting to ensure timely, clear, and actionable communication. Each buyer has access to a per-tenant status dashboard or private portal showing component and regional health, incident timelines, maintenance schedules, and historical uptime, with SSO-secured access. Incident events and current status are also available via authenticated REST/GraphQL APIs and signed webhooks, including incident ID, severity, impact, affected components, start time, estimated resolution, and remediation updates. Opt-in notifications include email, SMS, Slack/Teams, and PagerDuty/Opsgenie integrations, while maintenance notices are shared through ICS calendar feeds. In-product banners highlight active incidents and link to runbooks and workarounds.; ; Our incident management process targets P1 initial notifications within 15 minutes of detection, updates at least every 30 minutes, preliminary reason-for-outage within 24 hours, and full root-cause analysis within five business days. All communications are timestamped, versioned, and audit-logged, with export to SIEM via OTLP or syslog. Test alerts regularly validate delivery paths and on-call escalation.; Outage reporting, status history, postmortems, and SLA impact summaries are retained for 12 months. All processes, notifications, and integrations are fully customised, agreed with the client, and captured in the Statement of Work, aligned to project scope and contractual requirements

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)
• Access restrictions in management interfaces and support channels: Management interfaces use the buyer’s IdP with SSO (SAML/OIDC), mandatory MFA, and SCIM for rapid provisioning/deprovisioning. Least-privilege RBAC is enforced per role and environment; admin elevation is just-in-time, time-boxed, ticket- and manager-approved, with break-glass via PAM. APIs use OAuth2/OIDC with scoped, short-lived tokens and optional mTLS. Sessions auto-expire, and all actions are audit-logged to your SIEM. Support channels include SSO/MFA portal access, TLS/PGP-secured email/integrations, Slack/Teams via approved channels, ticketed customer-approved JIT production access, remote assistance with recorded sessions, and staff operating under segregation of duties. All controls are customised, commercially agreed, and documented in the Statement of Work
• 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: You control when users can access audit information
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users have access to real-time 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
• Information security policies and processes: Our services are delivered with a strong focus on information security, ensuring the confidentiality, integrity, and availability of buyer data. Access is controlled through role-based permissions, identity federation, multi-factor authentication, and the principle of least privilege. Data at rest and in transit is encrypted using industry-standard algorithms such as AES-256 and TLS 1.2+, with encryption keys managed via customer-dedicated Key Management Systems where applicable. Network security includes isolated VPC/VNet subnets, security groups, firewalls, and DDoS/WAF protections, continuously monitored for anomalies.; ; Secure development practices are embedded in delivery, including peer code reviews, static and dynamic security testing, dependency vulnerability scanning, and immutable deployment pipelines. Change management, incident response, and configuration management policies align with ISO 27001, NIST, and other relevant standards. Audit logging captures system access, configuration changes, and security events, with export to SIEM or central monitoring tools.; ; Data retention, backup, and disaster recovery procedures are defined per engagement and tested regularly. All security policies, operational procedures, and responsibilities are agreed with the client, documented, and maintained. Compliance reports, certifications, and risk assessments are provided on request. Security controls and management are fully customised, agreed commercially, and captured in the Statement of Work, aligned to project scope and contractual requirements.
• 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: Our configuration and change management is fully code-driven within the buyer’s cloud. Components are tracked in Git and a tag-driven CMDB, with lifecycle states from design to decommission. CI/CD pipelines build immutable, signed artifacts promoted via GitOps with drift detection. All changes are ticketed, risk-assessed, and CAB-approved with separation of duties. Security is assessed using threat modelling, data classification, and automated SAST, DAST, SCA, and IaC scans; critical findings block release. Processes, responsibilities, and workflows are fully customised, agreed with the client, commercially approved, and captured in the Statement of Work to ensure governance and operational consistency.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: We manage vulnerabilities through continuous discovery, risk-based triage, and contextual assessment using asset inventories and CMDB data. Threats are prioritised with CVSS, EPSS, CISA KEV flags, internet exposure, and business criticality, informed by SAST/DAST, SCA/SBOM, container/base image, and IaC/CIS scans, plus external attack-surface monitoring. Patch SLAs: critical (exploited/KEV) within 24 hours, high within 7 days, medium 30 days, low 90 days. Remediation employs immutable rebuilds, canary/blue-green deployments, and rollbacks. Intelligence sources include NVD/CVE, CISA KEV, CERT/CC, vendor advisories, Linux distro feeds, GitHub advisories, and ISACs. All processes are fully customised and contractually captured in the Statement of Work.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Protective monitoring runs within the buyer’s cloud, aggregating control-plane, identity, network, WAF, EDR, Kubernetes audit, database, and application logs into a SIEM. Compromises are identified using correlation, UEBA baselines, anomaly detection, threat-intel enrichment, ATT&CK-mapped detection rules, and canaries/honeytokens. SOAR playbooks automate triage, containment (isolating hosts/pods, blocking IOCs, rotating credentials), evidence preservation, eradication, and verified recovery via IaC. Response targets are P1 detect-to-triage ≤15 minutes, containment ≤60 minutes; P2 triage ≤1 hour, containment ≤4 hours; P3 triage ≤1 business day. Processes are fully customised, agreed with the client, and documented in the Statement of Work.
• 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 provide ITIL-aligned incident management with P1–P4 severities and on-call escalation. Pre-defined playbooks cover service degradation, SSO/auth failures, queue backlogs, deployment rollbacks, database performance, and suspected security events. Users can report incidents via SSO support portal, email (auto-ticketed), P1 hotline, Slack/Teams (if enabled), or REST API. Targets: P1 acknowledge ≤15 minutes with hourly updates; P2 ≤1 hour, updates ≤4 hours. P1 preliminary reports within 24 hours; full RCAs within five business days, including timeline, impact, cause, and corrective actions. All actions are audit-logged, fully customised, and documented in the Statement of Work.
• 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: Yes
• Connected networks:
  • Public Services Network (PSN)
  • Police National Network (PNN)
  • Joint Academic Network (JANET)
  • Scottish Wide Area Network (SWAN)
  • Health and Social Care Network (HSCN)

Pricing

• Discount for educational organisations: Yes
• 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: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 402331d9-1da0-4985-a90d-3d7b3560678d
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 4f0742cc-17f2-4962-a944-e3390666f88f
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Ensuring new workers are informed of their right to join a trade union
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
    • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
    • Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
    • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
    • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Volunteering opportunities for staff
    • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
    • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
    • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
    • How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
    • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
    • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • Plans for positive actions with community groups.
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives
    • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
    • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events

  • Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero

    Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.

    • Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
    • Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 6: Employment and training: For those who face barriers to employment

    • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
    • Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
    • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
    • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
    • Introducing transparency to pay and reward processes
    • Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
    • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
    • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.

    • Understanding of the issues affecting the development of new skills by target cohort
    • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
    • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery
    • Content of the outreach activity is designed to suit the target cohort
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort

  • Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.

    Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.

    • Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
    • Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
    • Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
    • Actions to invest in the physical and mental health and wellbeing of the contract workforce

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at mandy.finch@mindera.com. Tell them what format you need. It will help if you say what assistive technology you use.