NETCOMPANY UK LIMITED

Profits® - Core Banking System

PROFITS® is a state-of-the-art, robust and reliable Core Banking solution that is the system of choice for many financial institutions around the world. Its distinctive core and near-core banking features enable financial institutions to streamline their business processes, embrace new distribution strategies, implement critical enterprise capabilities, achieving swift market entry.

Features

• Core Banking Components (Deposits, Loans, Collaterals, Agreements, General Ledger etc.)
• Near-Core Banking Components (Trade Finance, LCs, Treasury, Card Management etc.)
• Fund transfers: routing through multiple domestic and cross-border channels
• Products factoring that enables a broad range of banking products.
• Business Rule Engine.
• Workflow management.
• Risk, Regulation & Reporting.
• Omni-channel banking.
• Seamless interoperability for connecting to 3rd parties' systems.
• Messaging module for notifications and alerts.

Benefits

• Extensive coverage of banking products and business operations.
• Highly configurable for a wide range of products and processes.
• Open architecture: provides the ability to integrate easily through APIs
• Easily integrated with web and mobile banking apps.
• Cloud Platform, Architecture Independency & Scalability.
• Security by design under a robust framework of security principles.
• Multi-Lingual, Multi-Currency functionality.

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

Framework

G-Cloud 15

Service ID

341112681682140

Contact

Bid Team
+44 203 318 2133
info.uk@netcompany.com

About your service

• Service categories:

  Applications

  Enterprise resource management

  • Enterprise performance management
  • Asset life-cycle management

  Financial

  • Financial and Accounting Applications
  • Accounts Payable Applications
  • Accounts Receivable Applications
  • Treasury and Risk Management Applications
• 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: No hard constraints are envisaged.Each platform implementation is tailored to the client’s support, availability, and compliance requirements and priced accordingly. In practice, we agree operational parameters such as planned maintenance windows (with notice), emergency fix procedures, change freezes for critical periods, and release cadences. Where relevant, we align with client data residency, security, and audit needs, and observe any limits or SLAs imposed by underlying platforms or third‑party services (e.g., capacity scaling, API rate limits, or region availability). We also plan onboarding, data migration, and cutover activities to minimise disruption. Full details are defined in the Service Schedule and T&Cs.
• System requirements:
  • Network firewall
  • Load balancer
  • Virtual machines

User support

• Email or online ticketing support: Yes
• Support response times: We provide email and ticketing support, tailored to each client’s needs. Our operations support and monitoring team delivers proactive monitoring, alerting, and environment management, while our application support team handles incidents, service requests, and changes. Support hours and SLAs (response and resolution by agreed severity) are defined with the client and can range from business hours to 24x7. We also agree severity definitions, escalation paths, maintenance windows, and reporting during onboarding, ensuring alignment with governance, compliance, and availability requirements. Full details are set out in the Service Schedule.
• 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: No
• Onsite support: Yes, at extra cost
• Support levels: Support levels are tailored to each buyer’s needs and priced accordingly based on coverage (business hours to 24x7), response/resolution targets, and the inclusion of dedicated roles. Incidents are classified by agreed severity, with typical example targets: Severity 1 (Critical, blocking with no workaround) resolved within 24 hours; Severity 2 (High, major with a workaround) within 48 hours; Severity 3 (Medium, minor defect) within 3 working days; Severity 4 (Low, trivial) within 4 working days. We can provide a named Service Delivery Manager and/or a Cloud Support Engineer to oversee governance, proactive reviews, and complex escalations. Detailed pricing and SLAs are confirmed in the proposal and Service Schedule.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Onboarding to Profits® Core Banking System is based on rigorous methodological processes, adhering to international standards, ensuring the enablement of the customer and the successful commence of the new system. Onboarding involves:; • Project Management; • Enablement seminars rounds, depending on the level of customer involvement in implementation, with available courses and lessons to select.; • Business gap-Analysis with refined deliverables (requirements specifications and design documents).; • Implementation: configuration and customization activities.; • On-site training, tailored according to the needs, with training topics per user profile and module, accompanied with training material, configuration guides, optional professional videos, hands-on practice.; • Migration: We give great importance to the correct migration, essential to start live operation. It is based on best practices methodologies reflecting our experience, ensuring the integrity and the correct migration of the source data.; • UAT: Comprehensive test plan ensures full coverage of the provided functionality. Issues reported in internationally creditable incident management tools, ensuring transparency, efficient tracking, prioritization and resolution planning and verification process. Successful completion and UAT sign-off, marks the final production deployment and go-live phase.; • Go-live activities: final production deployments, final migration in production, third parties and marketing communication, cut-over period (closing legacy system).
• Service documentation: Yes
• Documentation formats:
  • HTML
  • ODF
  • PDF
• End-of-contract data extraction: Netcompany can export data to the desired and agreed format by a rate based on our SFIA rates included in pricing document. The exported data structure and format is defined within the context of End-of-contract process.
• End-of-contract process: 3 months prior to the end of contract, the customer is notified regarding the off-boarding process that includes discontinuation of services usage, the payment of charges due and the data extraction process that will be initiated after the contract termination. The data can be maintained for the time defined in the contract while Netcompany maintains confidentiality of the data until they are deleted. The data extraction is performed at Netcompany’s current rates for Professional Services. After the data extraction completion, the data and all copies maintained as per the back-up policies are permanently destroyed.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Responsive web-design process is applied to PROFITS. Therefore, the application interface adapts to the user’s web-enabled device whether this is a desktop PC, laptop or any other portable device (tablet, smartphone). Differences between the mobile and desktop service may occur depending on the device as due to the responsive design some fields may be rearranged.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: PROFITS provides user interface for configuration and transactions as well as application programming interfaces for interaction with digital channels and third party applications.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: The interface is browser-based so uses the accessibility featrues embadded in the standard web browser.
• API: Yes
• What users can and can't do using the API: The available APIs cover main system operations and depending on the functionality enable users to retrieve and modify system data.; System APIs are exposed through SOAP & REST end-points and can be securely consumed via dedicated server-to-server communication protected via mTLS following zero trust security.; ; Offered SOAP & REST services are sited on isolated servers and are secured via applied application gateways/mTLS.; ; Access to API server/servers must be granted using via private TLS certificates and API can offered indirectly to other parties through the application gateways.; ; Such a set-up requires external services to be hosted to a secured server that use mTLS as dictated by the product.
• 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: PROFITS® offers the capability to authorized users of the Banking Organization to design banking products and product packages, by means of defining the desired characteristics and relating them to customers/members whereby these products are quickly available to the Bank's clientele.; Rule-based architecture provides the flexibility of enhancing / altering System’s functionality without the need of coding.

Scaling

• Independence of resources: Profits® is a single tenant service configured per client in order to support specific business needs of the users. Sizing and therefore the scalability is designed per client/tenant as per the designated environment.

Analytics

• Service usage metrics: Yes
• Metrics types: Performance Metrics:; • System uptime: 99.9% availability SLA; • Transaction processing capacity: X transactions per second; • Daily transaction volume handling; • Batch processing completion times; • Peak load performance metrics ; • Response time: <2 seconds for transactions; • Incident resolution: P1 <2hrs, P2 <8hrs, P3 <24hrs; Business Metrics:; • First-call resolution rate: >85%; • Data accuracy: >99.5%; Reporting:; • Real-time dashboards; • Monthly performance reports; • Quarterly business reviews; • Custom KPI tracking per client requirements; All metrics delivered through automated monitoring with executive dashboards.
• Reporting types:
  • API access
  • 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: 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)
• 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: In-house
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Equipment disposal approach: In-house destruction process
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Using API for any of the bulk operations.
• Data export formats:
  • CSV
  • ODF
  • Other
• Other data export formats: Excel
• Data import formats:
  • CSV
  • ODF
  • Other
• Other data import formats: Any standard format can be loaded directly

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • Other
• Other protection between networks: Traffic between buyers network and the service relies on encrypted communication HTTPS (over TLS1.2)
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • Other
• Other protection within supplier network: Cloud Security and TLS (Version 1.2 or above)

Availability and resilience

• Guaranteed availability: Availability is offered as per the design of the tenant. Typical infrastructure design offers a 99.5% availability by redundant front-ends and application servers and data storage. Additionally infrastructure relies on availability of the underlying cloud platform provider (Microsoft Azure) outside the vendor control.
• Approach to resilience: Azure provides resiliency through a combination of built-in redundancy, fault tolerance, and disaster recovery capabilities across its services and infrastructure. Here are some key components of Azure's resiliency approach:; Datacenter Redundancy: Azure operates datacenters in multiple regions worldwide, allowing customers to deploy their applications and data across geographically dispersed locations. This redundancy helps ensure high availability and fault tolerance by minimizing the impact of localized outages or disasters.; Availability Zones: Azure offers Availability Zones in many regions, which are physically separate datacenter locations within an Azure region. Each Availability Zone has independent power, cooling, and networking infrastructure to ensure resilience against datacenter-level failures.; Fault Tolerance: Azure services are designed with built-in fault tolerance mechanisms to minimize downtime and service interruptions. For example, Azure Storage replicates data across multiple storage nodes within a region to ensure data availability and durability.
• Outage reporting: As offered by Microsoft Azure - online service reports available by: https://status.azure.com/en-us/status; Regarding the system itself, Azure Monitoring in combination Azure Alerts provides full reporting (trough Azure Portal) and alerting mechanism (with mail, SMS etc.) of possible outages.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: Access to the management interfaces such as system configuration, user access rights setup and maintenance, is protected with username and password. Granular access permissions enable the authorized users to perform only actions relevant to their role and responsibilities.; Users entitled to call for support tickets needs to use the client portal to create tickets and service requests. Such users are provided with a unique username and password so any usage of the support channel are logged and granted to individuals.
• 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 receive audit information on a regular basis
• 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:
  • ISO/IEC 27001
  • Other
• Other security governance standards: Cyber Essentials Plus; ISO 27017; ISO 27018; SOC 1/2/3
• Information security policies and processes: Cloud security at AWS is the highest priority. As an AWS customer, you will benefit from a data centre and network architecture built to meet the requirements of the most security-sensitive organizations.
• 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: Netcompany utilises service management tool (jira) that integrates change management, incident management, problem management, configuration management and knowledge management. Formal risk analysis is employed using an approved information risk analysis phase for developments/changes. Security requirements for the system are identified and continue to be considered throughout the life of the product.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Azure's vulnerability management approach encompasses a combination of built-in features, best practices, and security controls to help customers identify, prioritize, and remediate security vulnerabilities in their cloud environments. Azure Security Center continuously monitors security configuration and system resources to identify vulnerabilities, misconfigurations, and security weaknesses. It integrates with Microsoft Threat Intelligence to detect and respond to security threats in real-time and it provides actionable recommendations for the remediation of security vulnerabilities. Azure provides patch management capabilities to help customers keep their virtual machines and software up-to-date with the latest security patches and updates.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Our protective monitoring processes begin with Azure Security Centre’s continuous monitoring and threat detection using Azure Monitor and Azure Log Analytics. This system collects, analyses, and stores log data from Azure resources, applications, and operating systems. Integration with Microsoft Threat Intelligence provides insights into emerging threats and vulnerabilities. When potential compromises are identified, we promptly trigger incident management protocols, assembling a cross-functional incident response team. This team, available 24/7, manages activities until resolution. Additionally, incident hotlines are routed to our command centre outside core hours for swift response.
• Incident management type: Undisclosed
• Incident management approach: The incident management process incorporates a number of participants and contributors who facilitate and coordinate activities. A representative of the impacted business area, is responsible for coordinating resolution activities made up that are empowered to make key decisions surrounding the actions to be taken to reduce impact, control actions, and impose corrective activities. A client report would be created, including: high level overview; facts; overview of events; actions taken.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Conforms to a recognised standard, but self-assessed

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: DNV - Business Assurance
• ISO/IEC 27001 accreditation date: Sunday 12 July 2020
• What the ISO/IEC 27001 doesn’t cover: Our ISO/IEC 27001 certification is scoped to the planning, design, and delivery of IT services and associated services for specified customer contracts, as defined in the Statement of Applicability version 2.0. Activities, systems, and processes that fall outside this scope — such as any non-IT services, internal corporate functions not involved in service delivery, or activities unrelated to specified customer contracts — are not covered by the certification.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: DNV - Business Assurance
• ISO 9001 accreditation date: Saturday 4 June 2022
• What the ISO 9001 doesn’t cover: Our ISO 9001 certification is scoped to the planning, design, and delivery of IT services and associated services, as defined within our Quality Management System. Activities, systems, and processes that fall outside this scope — such as non-IT services, internal corporate functions not directly related to the delivery of IT services, or activities unrelated to customer service delivery — are not covered by the certification
• Quality management systems (QMS): No
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 5f314a1c-6680-4dae-94a2-ad6e07ee8316
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 676f5ede-c545-4843-ad1a-9247348f5a69
• 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
    • 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
    • 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
    • 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 to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • 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
    • 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 info.uk@netcompany.com. Tell them what format you need. It will help if you say what assistive technology you use.