GENERATION DIGITAL LIMITED

Deel Global Payroll & Workforce Management Platform

Deel is a global HR, Payroll, and Compliance platform enabling organisations to hire, manage, and pay international employees and contractors in 150+ countries. It automates global payroll, ensures local compliance (tax, labor law), and offers Employer of Record (EOR) services.

Features

• Global payroll and compliance in 130+ countries.
• Full EOR (Employer-of-Record) services for employees everywhere.
• Contractor management and payments with built-in misclassification protection.
• Self-serve onboarding and offboarding workflows via one platform.
• Real-time tax calculations, local filings and payroll automation.
• Global workforce integrations: HRIS, ERPs, accounting systems.
• Compliance Hub with regulatory alerts and workforce classification tools.
• Multicurrency payments and contractor/browser interface for withdrawals.
• Role-based access, audit logs and enterprise-grade security (GDPR/SOC2/ISO27001).
• Unified “Global People Platform” scaling from startups to enterprises.

Benefits

• Hire and pay globally without setting up local entities.
• Reduce payroll and contractor compliance risk across jurisdictions.
• Automate manual HR and payroll tasks—saving time and cost.
• Gain real-time workforce spend and compliance visibility.
• Expand into new markets faster and with lower friction.
• Manage all worker types (employees + contractors) in one system.
• Ensure global payroll accuracy and legal compliance by country.
• Integrate with existing finance/HR tech stack seamlessly.
• Improve control and governance of global workforce operations.
• Scale workforce operations as business grows internationally.

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 gcloud@gend.co. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

445385249792925

Contact

Thomas Sutton
+44 020 3951 3986
gcloud@gend.co

About your service

• Service categories:

  Applications

  Enterprise resource management

  • Payroll management

  Financial

  • Financial and Accounting Applications
  • Accounts Payable Applications
• Multi cloud support: No

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: Deel is designed to integrate seamlessly with major ERP (e.g., SAP, Oracle), HCM (Human Capital Management), and HRIS (Human Resource Information System) providers (e.g., Workday, BambooHR). It extends these systems by executing global payroll and compliance functions locally in over 100 countries.
• Cloud deployment model: Public cloud
• Service constraints: Pricing Complexity: Pricing is structured per product (e.g., Contractor, Global Payroll, EOR) and by the number of active workers, requiring careful planning. Custom Payroll: While Deel handles gross-to-net calculations, highly complex or bespoke in-country benefit schemes outside of standard offerings may require clarification. Data Residency: Although Deel supports region-specific data processing, the primary infrastructure is hosted in specific locations (e.g., EU) which may affect specific, restrictive data residency requirements, requiring contract discussion. Maintenance: Service maintenance is typically non-disruptive, utilizing automated deployment processes.
• System requirements:
  • Modern web browser
  • Internet connection
  • SSO enabled
  • Access tokens
  • No local software
  • Sufficient access
  • Current operating system
  • Client access
  • Accounting system
  • MFA enforced

User support

• Email or online ticketing support: Yes
• Support response times: We provide expedited support and aim to respond quickly to questions. Available during business hours Monday to Friday, we will respond to enquiries within one business day or twenty four hours from the date of the receiving the inquiry.
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: Yes
• Web chat support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: None
• Onsite support: Yes, at extra cost
• Support levels: We provide the following support levels:; ; Onboarding; ; Customer success managers (CSMs): A dedicated partner familiar with your goals, helping you hit them with coaching, calls, and training.; ; Professional services: Additional consulting sessions for on-site training, digital transformations, custom integrations, and more.; ; Custom resources: From onboarding to feature tips, we can provide the right content at the right time to help answer your team’s questions and needs.
• Support available to third parties: No
• AI chatbot: No

Onboarding and offboarding

• Getting started: We provide a wide range of onboarding services for clients including:; ; - Online training; - Onsite training; - Comprehensive user guides; ; Etc.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • ODF
  • PDF
• End-of-contract data extraction: Users can extract their data before the contract ends by exporting worker records, contracts, payroll files, invoices, payments, compliance documents and activity reports directly from the Deel platform. Administrators can download data in common formats such as CSV or through supported integrations with HRIS, payroll, finance or accounting systems. Deel does not retain customer data after account termination, so all required information should be exported prior to offboarding.
• End-of-contract process: At the end of the contract licences can be renewed or terminated.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Other
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The Deel platform is primarily accessed via a responsive web interface optimized for desktop viewing, which is ideal for administrators managing payroll, complex reporting, and integration setup. The mobile interface is optimised for the end user (employee/contractor) experience, enabling quick access to their personal data, payslips, contract details, submitting expenses, and managing payments. All core functionality is available, but complex administrative features are best performed on a large-screen desktop environment.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Deel provides a web-based platform and mobile app for managing global payroll, compliance, hiring, onboarding, and contractor payments. Users can review contracts, approve payroll, upload documents, manage worker data, and track compliance requirements through dashboards and workflows. Administrators configure policies, access controls, integrations, and reporting through the Deel Admin Console.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Deel conducts ongoing accessibility compliance efforts, including using automated tools and manual code review against WCAG checkpoints. We engage with third-party accessibility specialists to perform periodic audits and penetration tests of the web platform and mobile views. Further accessibility testing details may be available from Deel upon request.
• API: Yes
• What users can and can't do using the API: Deel’s API is bi-directional and comprehensive. Users can set up automated workflows such as provisioning user accounts, creating contractor or employee contracts (EOR), and establishing integration mappings with HR/ERP systems. Users can make changes such as updating employee variables, triggering mass payments, submitting expense data, and pulling real-time payroll results and payslips.; ; Limitations: Core platform financial setup, such as configuring bank accounts for funding or initiating the overall compliance audit process, generally cannot be performed via the API and requires interaction via the secure web administrative interface for security and validation reasons.
• API documentation: Yes
• API documentation formats:
  • HTML
  • Other
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Customisation includes defining internal approval workflows, setting cost centre mapping, and customising reports/dashboards

Scaling

• Independence of resources: Deel's platform is hosted on a high-scale, microservices-based architecture utilizing AWS EKS (Elastic Kubernetes Service). This setup ensures resource isolation through containerization and dynamic scaling. Auto-scaling mechanisms (HPA, Karpenter) rapidly adjust compute resources (nodes and pods) based on current processing needs. This prevents capacity constraints in one part of the platform, or large transactions by one customer, from impacting the availability or performance experienced by other customers.

Analytics

• Service usage metrics: Yes
• Metrics types: Administrators have access to reporting on payroll spend, contractor volume, and payment statistics.
• Resource tagging: Yes
• FOCUS resource tagging: No

Resellers

• Supplier type: Reseller providing extra support
• Organisation whose services are being resold: Deel

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:
  • European Economic Area (EEA)
  • Other locations
• User control over data storage and processing locations: No
• Datacentre security standards: Managed by a third party
• Penetration testing frequency: At least once a year
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest: Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: Users export data directly from the reporting dashboards and the self-service portals as CSV files. For Enterprise clients requiring financial integration, the primary export method is automated via the Deel API, which provides seamless, bi-directional syncs of all approved payroll results, journal entries, and reconciliation data into the customer’s ERP or accounting system. This eliminates manual data handling for global payroll data, ensuring accuracy and audit readiness.
• Data export formats:
  • CSV
  • Other
• Other data export formats: PDF
• Data import formats:
  • CSV
  • Other
• Other data import formats: API connections

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: Deel maintains a high availability target, typically achieving over 99.9% operational performance by leveraging a resilient AWS-hosted infrastructure spanning multiple Availability Zones. For Enterprise customers, Deel provides a financially-backed Service Level Agreement (SLA) guaranteeing a specified minimum level of platform uptime.; ; If the actual measured uptime falls below the guaranteed level in a calendar month, affected customers are eligible for service credits as compensation, calculated as a percentage of the monthly service fee, proportional to the downtime incurred. The specific terms, guaranteed uptime percentage, and corresponding credit schedule are formally documented in the Deel Master Services Agreement (MSA) for Enterprise clients. Service availability is monitored 24/7 by dedicated infrastructure and security teams.
• Approach to resilience: Deel’s architecture is hosted on AWS and designed for resilience using multi-region and multi-Availability Zone (AZ) deployment strategies (e.g., primary in Ireland, disaster recovery in France). The service uses AWS EKS to manage microservices, providing automated failure detection and orchestration to ensure rapid failover and self-healing across AZs.; ; Customer data and contracts are stored redundantly in highly durable cloud storage (S3) and databases (Aurora PostgreSQL), with daily backups to geographically separate locations. We implement a formal Disaster Recovery (DR) plan with tested recovery procedures, focusing on minimizing Recovery Time Objective (RTO) and Recovery Point Objective (RPO) to ensure continuity of critical payroll and HR functions. Specific technical details on DR architecture are available upon request.
• Outage reporting: Deel reports outages through a structured communication plan:; ; Public Status Page/Dashboard: A publicly accessible status page provides real-time updates on the operational status of key service components globally.; ; 24/7 Support: Customers can contact the 24/7 support team via live chat, email, or phone, who provide incident updates.; ; Direct Communication: For confirmed, high-impact incidents, designated Account Managers will communicate updates directly to affected customers via email or other pre-agreed channels.; ; The continuous monitoring by the internal Security Operations Center (SOC) ensures issues are detected and reported promptly, maintaining transparency throughout the incident lifecycle.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
  • Other
• Other user authentication: Users authenticate to Deel using secure account credentials, Single Sign-On (SSO) or Multi-Factor Authentication (MFA). Deel supports login via email and password, as well as SAML and OIDC federation with identity providers such as Microsoft, Google, Okta and OneLogin. MFA can be enforced through the identity provider. Sessions are protected using secure tokens, and access is controlled by role-based permissions managed by administrators.
• Access restrictions in management interfaces and support channels: Access to management interfaces is controlled by Role-Based Access Control (RBAC), strictly enforcing the principle of least privilege. Authentication requires Multi-Factor Authentication (MFA) and is often managed via Single Sign-On (SSO). For support channels, dedicated internal access controls and protocols ensure that only authorized and verified personnel within the buyer’s organisation can request or receive sensitive data or make administrative changes to the account.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • 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 contact the support team to get audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards:
  • ISO/IEC 27001
  • Other
• Other security governance standards: SOC 2 Type II, SOC 1, SOC 3, and ISO 27001 certifications
• Information security policies and processes: Deel operates under a comprehensive Information Security Management System (ISMS) based on ISO 27001 and attested by SOC 2 Type II. Policies cover governance, risk management, access control, secure development, and operational security.; ; The CISO and dedicated Security Leadership Team own the ISMS. Policies are enforced through:; ; Mandatory Training: Quarterly security, compliance, and privacy training for all employees.; ; Technical Controls: SSO/MFA for all access and automated security configuration management.; ; Audits: Regular internal and external audits (SOC/ISO) ensure continuous adherence. The reporting structure for security issues is via a formal, dedicated process that ensures immediate escalation and investigation by the security team under the CISO’s governance
• 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: Service components are tracked in detail via an internal configuration management system. All changes (code, infrastructure) follow a documented, version-controlled Change Management Process. Changes are assessed for security impact through mandatory security reviews, automated vulnerability scanning, and peer review. Approved changes are deployed via an automated, auditable CI/CD pipeline, with clear rollback procedures available, as required by our compliance certifications.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: We assess threats via continuous network/application scanning, annual penetration testing, and an active Bug Bounty Program. Threat information is sourced from industry feeds (NVD), security partners, and internal monitoring. Vulnerabilities are triaged by severity. Critical patches are deployed immediately; high and medium-severity patches are addressed within tight, documented SLAs to minimize exposure, with full adherence to our SOC 2 and ISO 27001 compliance standards.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Potential compromises are identified by a 24/7 Security Operations Center (SOC) that uses SIEM tools to ingest and analyze security, network, and application logs for anomalies and indicators of compromise (IOCs). Upon detection, an automated alert triggers the Security Incident Response Team (SIRT). We respond to critical incidents within minutes, following detailed, tested playbooks for containment, eradication, and recovery, adhering to established ISO 27035:2011 principles.
• Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
• Incident management approach: We utilize pre-defined, tested playbooks for common technical and security events, aligned with ISO/IEC 27035. Users report incidents via dedicated 24/7 support channels, which trigger immediate response escalation. For major incidents, updates are provided via a public status page. Post-incident, a formal incident report/post-mortem detailing root cause analysis and corrective actions is generated and shared with affected customers as per contractual terms.
• Post-quantum cryptography secure: No

Secure development

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

Public sector networks

• Connection to public sector networks: No

Pricing

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

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

• Less than £250,000: 0%
• Between £250,000 and £500,000: 5%
• Between £500,001 and £1,000,000: 10%
• Between £1,000,001 and £2,500,000: 10%
• Between £2,500,001 and £5,000,000: 15%
• Over £5,000,001: 20%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Cyber essentials plus: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

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