DGM AGILITY LIMITED

Open Banking Account Information Service (SaaS Platform)

DGM Agility is an authorised Account Information Service Provider (AISP) which enables us to provide a gateway to the Open Banking service.
This service enables access to an aggregation of financial information for an individual or business. We collect, store, and make available the information as a service

Features

• Aggregation of Financial information for an individual or business
• Access and view multiple sources of account information
• Collect, store and make available financial information as a service
• Fully integrated service
• Mobile connected service
• Multiple service support options
• Professional Services

Benefits

• Aggregate and analyse large volumes of financial data
• Identify patterns, trends and anomalies and behaviours
• Personalised recommendations to an individual
• Enhance fraud detection
• Risk profiling
• Automating and improving end to end processing.

• Education pricing available
• Free trial 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 info@dgmagility.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

378366080325403

Contact

Darren Muizelaar
07538122855
info@dgmagility.com

About the service

• Service categories:
  • Applications
    • Content workflow and management
      • Content services
        • Enterprise Content Management Applications
        • Content Sharing and Collaboration Applications
      • Capture
        • Capture
      • Document
        • Document
      • Persuasive content management
        • Website Software
      • Enterprise portals and digital workspaces
        • Multi-Audience Portals
        • Integrated Employee Workspaces
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: DGM Agility is regulated by the Financial Conduct Authority which removes the pain from our customers requiring authorisation for this service. The customer must still adhere to Financial Conduct Authority policy and guidance and must agree to operate to ensure better outcomes.
• System requirements:
  • There is a an annual or monthly subscription fee
  • There is a small per transaction fee for large organisations.
  • First 20 transactions per month are free.

User support

• Email or online ticketing support: Yes
• Support response times: Support response times; ; DGM Agility will respond to tickets within agreed Service Level Agreements (SLAs). Any response times will depend on the urgency and priority classification. Typically: P1 - 15 Minutes P2 - 30 Minutes P3 - 60 Minutes
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), 7 days a week
• Web chat support: Yes, at an extra cost
• Web chat support availability: 9 to 5 (UK time), 7 days a week
• AI chatbot: Yes
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: We use 3rd party off the shelf solutions; Zendesk uses the Voluntary Product Accessibility Template (VPAT), to publish an Accessibility Conformance Report (ACR), which documents an audit of our systems relative to WCAG 2.1 AA performed by a third party accessibility vendor.; ; We pay attention to Accessibility throughout our release cycle. This includes:; ; Following the standards and documentation created by our Product Accessibility team.; Training everyone involved in delivering our products around assistive technology and Accessibility best practices. This includes, designers, engineers, product and program managers, and content writers. At a personal level we try to make sure all Zendesk product and engineering employees think about the humans at the other end of the internet by sharing stories and feedback.; Leveraging Garden, our design system, from early design through development to ensure an accessible foundation for all our products; Testing our products before release using both manual and automated techniques.; Conducting regular research with agents, admins and end users who rely on assistive technology to collect feedback and help us prioritize improvements.; Systematically tracking both remediation and new feature progress to drive quality improvements; Engaging third-party auditors to conduct regular compliance audits of our products.; Listening to feedback from customers.
• Onsite support: Yes, at extra cost
• Support levels: Our onsite support levels are on a consultancy basis and are charged at the appropriate rate which is detailed within our SIFA Rate Card.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We provide online documentation along with and integration and testing plan. For a fully integrated service you will need to carryout integration testing and confirm to our code of connection prior to go live.; Training will be provided for staff who will be using the service on a day to day basis. Any development or systems integration work required will be charged in line with our SFIA Rate Card.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• Documentation accessibility standard: WCAG 2.2 AA
• End-of-contract data extraction: Users will be informed of the data extraction process before contract end. This data extraction will be in a format chosen by the user.
• End-of-contract process: Hosting and 9-5 basic support is included in the service, Extended support or out of hours will negotiated during call off as there are varying support packages available. 6 months prior to contract end you must inform us of contract end, DGM will carryout preparations to end the service.; ; Data will be cleaned from all storage devices before placing back into the resource pool provided by the cloud provider. all applications data, compute will be removed 14 days after contract end.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Although the application will work on a mobile device it is more practical using a full screen for our fully integrated option.
• Service interface: Yes
• Description of service interface: The service interface is usually required for members to via and analyse the collected data
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: We have carried out limited testing
• User support accessibility: WCAG 2.2 AA
• API: Yes
• What users can and can't do using the API: Our fully integrated offering where it integrates with your website or portal will allow access to all our services. we also have a redirect where the user is redirected to our portal seamlessly.
• API documentation: Yes
• API documentation formats:
  • HTML
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Yes the solution can be customised with common logo and custom themes but also there are many configuration options avilable to prduce the right dashboards for the end user.

Scaling

• Independence of resources: As a SaaS solution we have logical separation between each customer where resource management is constantly monitored. Should the environment require further resource it will automatically scale up when required and scale down when resources are no longer required.

Analytics

• Service usage metrics: Yes
• Metrics types: We record when a user has signed up/in/out.; Which records were created, updated, read, and deleted; We also provide an aggregation of financial, management information, Artificial Intelligence and Machine Learning data surfaced through our platforms portal which is accessible to all users who have the correct role to review the data
• Reporting types:
  • API access
  • Real-time dashboards
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Supplier type

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Security Clearance (SC)

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: Yes
• 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: 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
• Data sanitisation process: Yes
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure
  • Physical Destruction / Hardware containing data is completely destroyed
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001

Data importing and exporting

• Data export approach: Users can export individual data by downloading the full record in PDF format for staff storage. Alternatively data can be downloaded in CSV format.
• Data export formats: CSV
• Data import formats: CSV

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
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: With our Open Banking Service we take advantage of the PaaS service and tools provided by the Cloud providers platform making the platform as a whole more cost effective, secure and available.; ; The platform provides 95.0% uptime per month for a single region. Within the region, marketplace services and products have their own service-level agreements (SLAs). How they are configured will dictate their overall availability within a region. A multi region configuration approach will greatly improve uptime. Should the platform or service provided by the platform supply fail to meet an SLA then a service credit will be issued by the platform provider.; ; The Open Banking systems and service deployed within the DGM Agility environment will provide an availability of 99.5% per month. Should the service be unavailable and breach the guaranteed availability then a service credit will be issued.
• Approach to resilience: Our platform is hosted within our 3rd party dedicate cloud platform. All technology layers are logically separated, highly resilient within the same site, there are warm standby services in the second site.; All data held will reside within the UK. As this service will process, store and make available personal financial data further details regarding resilience can be provided upon request.
• Outage reporting: Via a non public dashboard, email alerts and our on 3rd party monitoring tools. We will send email alerts to the customer should there be service interruption.; The platform provided by the 3rd party cloud platform provider provides a service health dashboard. They also provide provide custom alerts, API, and log data to assist with any service outages.

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)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: We use 2 factor authentication via the MS Azure authentication App or SMS verification. Each user is given a role, this role will be provided the correct level of access to the system based on the role assigned.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)
  • Username or password

Audit information for users

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

Security governance

• Named board-level person responsible for service security: Yes
• Software Security Code of Practice: Yes
• Security governance certified: Yes
• Security governance standards: Other
• Other security governance standards: We are cyber essentals certified
• Information security policies and processes: "An Information Security Management Program has been established to enable Microsoft Azure to maintain and improve its management system for information security. Through establishment of the ISMS, Azure plans for and manages protection of its assets to acceptable security levels based on defined risk management processes. In addition, Azure monitors the ISMS and the effectiveness of controls in maintaining the confidentiality, integrity and availability of assets to continuously improve information security.; ; The ISMS framework encompasses industry best-practices for information security and privacy. The ISMS has been documented and communicated in a customer-facing Information Security Policy, which can be made available upon request (customers and prospective customers must have a signed NDA or equivalent in place to receive a copy).; ; Microsoft Azure performs annual ISMS reviews, the results of which are reviewed by management. This involves monitoring ongoing effectiveness and improvement of the ISMS control environment by reviewing security issues, audit results, and monitoring status, and by planning and tracking necessary corrective actions.; Also see https://www.microsoft.com/en-us/TrustCenter/Compliance/ISO-IEC-27001 and The Microsoft Cloud Security Policy is available via the Service Trust Platform aka.ms/stp"

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: "Azure has developed formal standard operating procedures (SOPs) governing the change management process. These SOPs cover both software development and hardware change and release management, and are consistent with established regulatory guidelines including ISO 27001, SOC 1 / SOC 2, NIST 800-53, and others.; ; Microsoft also uses Operational Security Assurance (OSA), a framework that incorporates the knowledge gained through a variety of capabilities that are unique to Microsoft including the Microsoft Security Development Lifecycle (SDL), the Microsoft Security Response Center program, and deep awareness of the cybersecurity threat landscape.; Please see https://www.microsoft.com/en-us/SDL/OperationalSecurityAssurance and https://www.microsoft.com/en-us/sdl; "
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: "When providing the Antimalware solution for our platform, Azure is responsible for ensuring the service is highly available, definitions are updated regularly, that configuration through the Azure Management Portal is effective and that the software detects and protects against known types of malicious software. MCIO-managed hosts in the scope boundary are scanned to validate anti-virus clients are installed and current signature-definition files exist.; ; Vulnerability scans are performed on a quarterly basis at a minimum. Microsoft Azure contracts with independent assessors to perform penetration testing of the Microsoft Azure boundary."
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: "Microsoft Azure employs sophisticated software-defined service instrumentation and monitoring that integrates at the component or server level, the datacenter edge, our network backbone, Internet exchange sites, and at the real or simulated user level, providing visibility when a service disruption is occurring and pinpointing its cause.; ; Proactive monitoring continuously measures the performance of key subsystems of the Microsoft Azure services platform against the established boundaries for acceptable service performance and availability. When a threshold is reached or an irregular event occurs, the monitoring system generates warnings so that operations staff can address the threshold or event.; "
• Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
• Post-quantum cryptography secure: No
• Incident management approach: At DGM Agility we have adopted the ITILV4 framework; ; We facilitate a coordinated response to incidents.; • Identification – System and security alerts may be harvested, correlated, and analysed.; • Containment – Our team evaluates scope and impact of an incident.; • Eradication – The team eradicates any damage caused by the security breach, identifies root cause for why the security issue occurred.; • Recovery – During recovery, software or configuration updates are applied to the system and services are returned to a full working capacity.; • Lessons Learned – Each security incident is analyzed to protect against future reoccurrence."

Secure development

• Approach to secure software development best practice: Supplier-defined process

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: Yes
• Free trial available: Yes
• Description of free trial: A free trial will be for a 30 days and can be extended in some circumstances. You will be provided with all the functionality within a paid subscription.

Discount percentage by annual call-off contract value (excluding VAT)

• Less than £250,000: 5%
• Between £250,000 and £500,000: 5%
• Between £500,001 and £1,000,000: 7%
• Between £1,000,001 and £2,500,000: 7%
• Between £2,500,001 and £5,000,000: 7%
• Over £5,000,001: 7%

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
• Cyber Essentials Certificate Number: Ea1bc0bc-0d57-4408-8fac-522b25647e4d
• Cyber essentials plus: No
• Cyber Essentials Alternative: None of the criteria
• Other security certifications: No

Social value

• Mission: Kick start economic growth:

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

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

  • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
  • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
  • Plans to engage the contract workforce in deciding the most important workplace issues to address
  • Ensuring new workers are informed of their right to join a trade union
  • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
  • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
  • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
  • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
  • 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

  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

  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

  • 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

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