CAPITA BUSINESS SERVICES LTD

Capita Accounts Payable - Orchestration, Automation and Processing

Our solution optimises Accounts Payable (AP) performance, streamlining and standardising processes as well as ensuring compliance. We bridge the gap between client legacy systems and a market leading ERP solution through a bespoke orchestration layer. The solution is modular encompassing all component AP activity or a fully managed end-to-end service.

Features

• Enhanced validation checks for duplicate payments and incoming documents
• Automatching 2-way and 3-way for POs
• Automated parked document sweeping and approval workflows for non-PO documents
• Experienced AP professionals for exception handling
• Supplier MasterData workflow management and due diligence fraud checks
• Payment voucher processing
• Back-office AP cash journaling for BACS rejects and returned funds
• Full reconciliation of supplier statements

Benefits

• Transforms and streamlines labour-intensive manual processes
• Economies of scale from outsourced and dedicated specialist service
• Fully digitised service and workflows with specialist expertise for exceptions
• Improves performance of invoices and reduces late-payment fees
• Improve and standardises PO compliance rates
• Clarity of performance through greater visibility and consistent reporting
• Dedicated contact point for supplier queries and stakeholders

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

Framework

G-Cloud 15

Service ID

431020860096057

Contact

Capita Business Services Ltd
08702407341
engagewithus@capita.com

About your service

• Service categories:

  Applications

  Enterprise resource management

  Financial

  • Accounts Payable Applications
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: This solution can be an extension of Capita’s CIC digital mailroom service, integrating into our Accounts Payable orchestration layer. This solution is modular and provides options for either component element(s) or a fully managed end-to-end service. This works in conjunction with and supplements authority systems.
• Cloud deployment model: Private cloud
• Service constraints: Our solution is system agnostic and we work with/alongside all major authority software applications so there are no constraints in relation to hardware/software configuration. ; Planned maintenance is scheduled outside of regular working hours, and any expected downtime is notified in advance. Monthly patches are typically applied between 5:00 AM and 8:00 AM to reduce inconvenience. In urgent cases, notifications about downtime are provided as a priority. We liaise regularly with client representatives to ensure we are notified of and accommodate downtime of authority systems.
• System requirements:
  • Client provision of secure SFTP site for controlled data transfer
  • Client access to an existing ERP or purchase ledger system.
  • All other system components are included within our solution.
  • Corporate antivirus protection applied using Trellix across all devices

User support

• Email or online ticketing support: Yes, at extra cost
• Support response times: Service level response times vary dependant on the support package required and would be agreed with the client at the outset. We typically aim to respond within 24 hours during standing working hours (Monday to Friday 9am to 5pm).
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: None or don’t know
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: Yes, at an extra cost
• Web chat support availability: 24 hours, 7 days a week
• Web chat support accessibility standard: None or don’t know
• How the web chat support is accessible: N/A
• Web chat accessibility testing: N/A
• Onsite support: Yes, at extra cost
• Support levels: We can provide standard support at an additional cost, Monday to Friday 09:00 – 17:00, excluding public holidays. Support includes assistance with general queries, technical issues, and guidance on service usage. ; On a contract-by-contract basis, we routinely assign a nominated contact point from our Client Relationship Team. This individual acts as the primary point of contact for general and technical questions in order to ensure continuity and personalised service. This is part of our standard operating model and is provided at no extra cost.; We do not provide a dedicated Technical Account Manager or Cloud Support Engineer as part of our standard offering. However, our Client Relationship Team escalate technical matters promptly to appropriate specialists and monitor these to ensure they are resolved in a timely fashion.; Additional support over-and-above this would be in line with the following day rates:; • Application technical consultant: £465; • Senior application technical consultant: £616
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: Prior to starting work, we work closely with client representatives to plan, agree and implement the call-off project. A designated Capita contract manger would be allocated to coordinate activity during implementation through to BAU with regular updates to ensure a consistent understanding of requirements, timescales and deliverables. This incorporates: ; ; Agreement of a joint project plan aligned with the authority’s delivery capacity. ; ; Service documentation covering setup, data transfer protocols, and operational guidance.; ; Training authority staff on automated workflows, outcomes, reporting and work item status as well as workshops and online training sessions to familiarise users with service functionality and procedures.; ; Setting up data transfer processes and walkthrough of data preparation, secure transfer methods, and output interpretation.; ; Refining AP processes based on local polices.; ; Agreement of reporting requirements, format and frequency.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: Our software acts as an orchestration layer and never becomes the system of record. All data is continually passed back into the authority’s core processing system during the contract, meaning the authority always retains ownership of its information. At contract end, all data held within Capita systems for profiling, segmentation, or workflow purposes is securely destroyed in line with agreed retention and destruction policies.; We provide the authority with a full set of extracted data in the agreed format, alongside detailed management information that outlines work in progress items, completed activity, and recommended next steps to support ongoing recovery and collection work. This ensures that clients receive a clear, complete, and usable dataset with no dependency on Capita systems.; Data handover is simple, secure, and transparent, with all transfers carried out via agreed secure channels such as SFTP, VPN, or API. Clear documentation is provided to support the authority in interpreting outputs, continuing processes, and integrating the extracted data into its ongoing operations.
• End-of-contract process: Data will be purged from Capita applications and any additional information the client may wish to retain can be exported and securely transferred. Apart from the transfer of data (if required) and a final MI report detailing work-in-progress, there would be no additional transition activity at the end of the contract and no additional costs.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: The service is accessible via an interface using the route that best meets client requirements, via SFTP, VPN Tunnels and APIs. We are flexible in how we share data in terms of systems, frequency and reporting. Data sharing and access arrangements would be subject to security protocols and comply with industry security standards. ; For the purposes of providing data, files are prepared by the client in the agreed format and transferred via the secure channel. We support flexible scheduling for uploads and provide confirmation upon receipt. No additional software is required, and the process integrates seamlessly with existing authority systems.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: N/A
• API: No
• Customisation available: Yes
• Description of customisation: What can be customised: we work with clients at the outset to design a bespoke strategy for handling their data, allowing customised batch processes and bespoke file outputs. In addition to data processing rules, output formats and integration points, we agree and document procedures customised to accommodate local procedures. ; How users can customise: we collaborate closely with clients during implementation and on an ongoing basis to define specific requirements. ; Who can customise: we identify designated stakeholders/client representatives at the outset who would be responsible for setting these customisable parameters and defining the overall priorities/aims of the service.

Scaling

• Independence of resources: Capita protects service performance through a structured approach to capacity planning and pipeline management. We review resource allocation and monitor workloads on an ongoing basis service levels across all projects. This includes forecasting demand trends, identifying peak periods, and planning for fluctuations in activity.; Our operational model uses workload balancing and prioritisation techniques to optimise throughput and minimise delays. Where demand increases, we assess available capacity and adjust scheduling accordingly. These measures mitigate the risk of performance issues and support consistent service delivery.

Analytics

• Service usage metrics: Yes
• Metrics types: Capita agrees SLAs, report timing, and reporting frequency with the client. We maintain a standard suite of reporting templates that can be adapted to local requirements. Including:; ; Invoice Processing Times – average time from receipt to payment.; First-Time Match Rate – percentage of invoices processed without errors or exceptions. ; ; Duplicate Payment Checks – incidents flagged and resolved. ; ; PO Compliance – percentage of invoices matched to valid purchase orders. ; ; Supplier Statement Reconciliation – accuracy and timeliness of reconciliations. ; ; Exception Handling Volume – invoices requiring manual intervention. ; ; Fraud Check Compliance – completion of due diligence checks on supplier master data.
• Reporting types:
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: No

Resellers

• 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: Supplier-defined controls
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest:
  • Physical access control, complying with another standard
  • Encryption of all physical media
  • Other
• Other data at rest protection approach: Encryption of all data at rest for all clients, environment is encrypted at rest using AWS Key Management Service (KMS). We use Dedicated, Isolated, Single Tenant Instances. Access to data at rest is tightly controlled using Role Based Access Control and Data Fabric row-level security. Finally, no overseas transfer unless contractually required.
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: Users export their data by transferring it back into the authority’s core processing system via SFTP, VPN, or APIs. The solution automatically keeps the source system of record up to date, ensuring that all exported data is complete and consistent. All transfers follow agreed security standards, and the file format is confirmed during onboarding to ensure compatibility with local systems. No additional software is required to extract data. Confirmation of successful and secure delivery is provided for every export, giving users full assurance that their data has been transferred correctly.
• 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
  • 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: Service availability is managed through robust operational processes and proactive capacity planning. Availability Service Level Agreements (SLAs) are defined on a case-by-case basis, tailored to the specific requirements of each engagement. This approach ensures alignment with client expectations and the complexity of the service being delivered.; ; Where an SLA is agreed, it will specify the target availability level, monitoring approach, and reporting frequency. In the event that agreed availability levels are not met, any remedies or service credits will be outlined within the individual contract terms. These provisions are designed to reflect the scope and nature of the service, ensuring fairness and transparency.; ; Capita does not apply a one-size-fits-all SLA model; instead, we work collaboratively with clients to establish realistic and achievable availability targets that support operational continuity. This flexibility allows us to accommodate varying workloads, peak demand periods, and bespoke service configurations.
• Approach to resilience: This information is available on request
• Outage reporting: In the event of a service outage, Capita will notify affected users promptly via email or telephone within 24 hours of the outage being identified. We do not currently provide a public dashboard or API for outage reporting. We will nominate managers responsible for urgent communications when managing incidents or outages (along with client counterparts). They will have nominated alternates and out-of-hours contact details and maintain regular communication in the event of any disruption or outages. This communication will include details of the issue, the impact on service, and steps taken to resolve it.; For critical incidents, escalation procedures are in place to prioritise resolution and provide regular updates until service is restored. Post-resolution, a summary report outlining the cause, corrective actions, and any preventative measures will be shared with the client.

Identity and authentication

• User authentication needed: Yes
• User authentication: Multi-Factor Authentication (MFA)
• Access restrictions in management interfaces and support channels: Access to management interfaces and support channels is restricted through a combination of user roles and security groups. Each user is assigned a role that defines their permissions, ensuring they only access functions relevant to their responsibilities. Security groups provide an additional layer by segmenting users based on organisational requirements, preventing unauthorised access to sensitive areas. Role-based access control (RBAC) and group policies are enforced consistently, and changes are logged for audit purposes. This approach minimises risk, maintains compliance, and ensures that only authorised personnel can perform administrative tasks or access privileged support channels.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password

Audit information for users

• Access to user activity audit information: Users contact the support team to get audit information
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: Capita follows a formal, extensive, and independently certified set of information security policies and processes. These include:; ; An ISO27001 aligned information security management system; ; Cyber Essentials Plus certification; ; ; Controls aligned to the NIST Cyber Security Framework and NCSC cloud security principles;; ; Comprehensive security policies covering IT, data, networks, cloud, incident response, and supply chain; ; ; Rigorous threat, risk, and compliance oversight; ; ; Regular audits, penetration tests, and continual monitoring across environments.; ; These policies and processes provide a mature governance structure appropriate for public sector environments requiring high levels of assurance and evidential control.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Capita operates a mature change management process underpinned by ITIL best practice. We use an integrated change, incident, problem, configuration, and knowledge management. ; ; All components are tracked throughout their lifecycle to maintain accurate configuration records;; ; Changes undergo formal risk assessment using an approved methodology to identify potential security impacts;; ; Security requirements are defined during project analysis and reviewed throughout the product lifecycle.; ; Policies and procedures are regularly audited by independent assessors to ensure compliance and robust governance.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Capita operates a comprehensive vulnerability management process as part of its ISO27001 aligned information security management system. Threats are identified, assessed, and managed through:; Regular security testing;; Scheduled vulnerability scanning;; Formal risk assessment of identified issues.; ; Patches are deployed in line with the Capita Group Patch Management Standard, which applies to all operating systems and applications across Capita environments. Patching is performed regularly, supported by internal vulnerability testing and external penetration testing.; Threat intelligence is sourced from:; Enterprise threat intelligence tools;; Industry standards and guidance;; External security specialists.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Capita uses protective monitoring by:; • Automated Monitoring Systems;; • Event Logging;; • Alerting and Review;; • Retention.; Capita’s Crisis Management Team operates in three defence tiers (Bronze, Silver, Gold Teams). They coordinate responses and communicate updates to clients and regulators. All cyber or information security incidents, including breaches, must be promptly logged on Capita’s Incident Management Portal—Protiviti—according to risk-based timescales.; The response times for logging incidents on the Protiviti portal are as follows: ; • Critical or High Risk: Within 24 hours of incident identification;; • Medium Risk: Within 48 hours;; • Low Risk: Within 72 hours.
• Incident management type: Supplier-defined controls
• Incident management approach: Capita follows a formal incident management framework, including the Capita Group Cyber Incident Response Standard. The Crisis Management Team operates at three levels (Bronze, Silver, Gold) with members from across the business. Incident response plans are tested yearly.; Incidents are recorded in a central portal (Protiviti), with reporting timelines based on severity (24–72 hours). Access to the portal is secure and restricted.; Clients and risk teams are notified of incidents. A root cause analysis is conducted, and a final report is shared with clients. Lessons learned are documented, and significant incidents involve ongoing client communication until resolved.
• Post-quantum cryptography secure: Yes

Secure development

• Approach to secure software development best practice: Independent review of processes (for example CESG CPA Build Standard, ISO/IEC 27034, ISO/IEC 27001 or CSA CCM v4.0)

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: No
• Free trial available: No

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

• Less than £250,000: 0%
• Between £250,000 and £500,000: 0%
• Between £500,001 and £1,000,000: 0%
• Between £1,000,001 and £2,500,000: 0%
• Between £2,500,001 and £5,000,000: 0%
• Over £5,000,001: 0%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: BSI
• ISO/IEC 27001 accreditation date: Sunday 20 December 2026
• What the ISO/IEC 27001 doesn’t cover: The following is covered by the scope of the certificate; the delivery and support of CCS IT infrastructure, operations, architecture and associated compliance and facilities management undertaken within the UK data centres.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: BSI
• ISO 9001 accreditation date: Wednesday 6 November 2024
• What the ISO 9001 doesn’t cover: The certificate does not cover services not aligned to managed IT, hosting, software support or defined consultancy lines. Client activities that sit entirely outside the described service model.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: Bdb56135-0d75-4200-a4a2-869acbccdc14
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 4d6a0d65-e626-4733-98e8-c2366950db47
• Other security certifications: Yes
• Any other security certifications: ISO 22301 Security and Resilience Business Continuity Mangement

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