tri.x

tri.x Online Children and Adult Social Care and Safeguarding Procedures

Specialist partners supporting social care with project planning online Social Care procedures for Children and Adult Services, reflecting legislation, statutory guidance, best practice and local policy . Procedures are written and maintained by social care experts, ensuring you have up to date, compliant resources whenever you need them.

Features

• Online procedures that meet statutory guidance
• Content reviews in line with practice guidance and legislation
• Customer Portal, ability to upload local resources to the portal
• Ability to track and evidence compliance via reading tasks
• Google Translate
• Two Factor Authentication
• User access and team access with individual user profiles
• Team communication enhanced through automated email notifications following procedure updates
• Search functionality (AI)
• Speech to text

Benefits

• Supports customers to achieve statutory and regulatory compliance
• Regular reviews of content to ensure compliance
• Content developed and maintained by our Social Care Professionals Team
• Online solution that meets accessibility standards
• Providing a content management system for your local documentation
• Training available to all users and user support guides
• Legal Quality Assurance
• Portal area providing ability to track and evidence compliance
• On site visits and events
• Google Analytics facility to track usage of the manual

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 Admin@Trixonline.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

466501533439814

Contact

Suzanne Weaver
0247 667 8053
Admin@Trixonline.co.uk

About your service

• Service categories:

  Applications

  Production and operations

  Service industry and public sector operations

  • Healthcare
  • Adult Social Care
  • Children's Social Care
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: • Systems are monitored 24/7, to ensure response to critical incidents. Lower-level ticket support is available Monday–Friday, 8:30–17:30 via our Customer Support Channels; • The platform exposes a RESTful API. API access requires an active customer account, issued credentials, and authorised source IPs or domains. Production integrations must use token-based authentication. The supported payload format is JSON; • Integrations with proprietary systems may require additional discussion.
• System requirements:
  • Devices should have minimum 2GB RAM for optimal performance
  • IOS v12.0 or later, Android v8.0 or later
  • Current antivirus software and operating system patches encouraged
  • MS Office needed to open/ download attachments or export data

User support

• Email or online ticketing support: Yes
• Support response times: Tri.x has an email system in place and are available Monday to Friday 9am-5pm (excluding bank and public holidays). Responses to emails will be made within a maximum of 24 hours, unless critical in which the response will be 1 hour. Telephone support is also available between the hours of 9am - 5pm. If an email is sent overnight or at the weekend, it is picked up and acted upon at 9am the following working day
• 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), Monday to Friday
• Web chat support: No
• Onsite support: Yes
• Support levels: Each contract has a dedicated allocated Procedures Consultant who is available to support the customer through the duration of the contract. They are available to be contacted via email or telephone and back up from our extensive team of social care experts. If required we will undertake onsite visits to the customer at their chosen location, for face to face meetings, manual re-launches and customer events.; ; Guidance, training, and support is given by Procedures Consultant and Production Team for the Portal Area and use of the manual.; ; Our Contract Manager is responsible for supporting the contract reviews and audits.; ; Our Technical Team is responsible for ensuring all enquiries are met within our SLA’s.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: The customer is provided with a draft manual reflecting logo and branding. The manual includes links to key online resources such as the Regulatory Framework, Glossary, Mental Capacity Act guidance, and Practice Tools, as well as links to the relevant Safeguarding Partnership or Board procedures.; Customers are guided by an allocated Procedures Consultant on how to add local processes and information. Our experienced team of social care practitioners collaboratively maintain the procedures to ensure they remain aligned with new or revised legislation, statutory guidance, case law, and best practice.; Procedures Consultants meet regularly with the customer to agree scheduled publication dates for the first operational manual, provide online, recorded or face to face launch sessions to ensure practitioners know how to access the online procedures and registering for update alerts. ; The main administrator for the Portal Area will be given training, user guides and video guidance for the functionality of the Portal Area. The customer portal is maintained and controlled by the customer. The portal enables customers to upload local documents to the local resources area, set up Google Analytics reports, and allow team managers to assign individual access to team members for reading tasks.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: At the end of the contract, customers may request extraction of their own organisational and personal data in a commonly used, machine-readable format. tri.x intellectual property, including proprietary content and procedures, is not included in any data export and remains the property of tri.x.
• End-of-contract process: When the Local Authority ceases the contract with the contractor. The Contractor will remove from their server the online procedures manual. Plain text word copies of all Local Authority produces procedures will be sent via email to the Local Authority. All contact details will be removed from the contractors server and records. Archive copies of the procedures manual will remain on the contractors server to allow the Local Authority to have access should an inquiry, child case review or historical complaint be made in future years. The contractor will not apply additional costs for this archive service.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Our platform is delivered as a web-based service optimised for both desktop and mobile devices, supporting different user roles and usage contexts.; ; Desktop Experience:; • Optimised for large screens, enabling in-depth administrative and management tasks; • Advanced controls and full platform oversight; • Full administrative capabilities; • Advanced role-based permissions management; ; Mobile Experience:; • Optimised for smaller screens and touch interaction; • Supports day-to-day operational and frontline tasks; • Streamlined interfaces focused on speed and usability; • Access controlled by role-based permissions appropriate to mobile use
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: The tri.x interface is a modern, browser-based platform accessible on any device without the need for local installation. It provides a clear and intuitive experience, enabling users to quickly locate and engage with relevant procedures and guidance. Navigation is role-based, ensuring content and features are presented appropriately according to the user’s responsibilities and access rights.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: We have conducted interface testing with users of assistive technology. All updates and new features undergo accessibility testing before deployment to ensure compliance with evolving standards. The platform specifically supports a wide range of assistive technologies, including screen readers (JAWS, NVDA, and VoiceOver), keyboard-only navigation, browser-level zoom, high-contrast display modes and more. This consistent testing ensures the interface remains compatible and accessible for users relying on assistive technology.
• API: Yes
• What users can and can't do using the API: Users can be granted REST API access to their tri.x manuals to support system-to-system integration. API access is not enabled by default and must be requested via tri.x support. Once approved, access is provided using issued credentials and restricted to authorised sources.; ; The API currently supports read-only, content-level access, allowing organisations to retrieve approved procedural content for use within external systems such as intranets or case management platforms.; ; Users cannot create, modify, or delete content, manage users, or change platform configuration via the API. All updates and administrative actions are performed within the tri.x platform and are automatically reflected in API responses.; ; The API is intentionally limited at present, with scope to expand as business and customer requirements evolve.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • HTML
• API sandbox or test environment: No
• Customisation available: Yes
• Description of customisation: Tri.x provides collaboratively developed content created and maintained by tri.x subject matter experts. In addition, organisations can supplement this content by uploading their own local resources to support and accompany the core procedures.; ; Customisation is carried out directly within the tri.x platform by authorised users. This includes:; ; • Uploading organisation-specific supporting materials; • Configuring users, roles, and access levels; • Assigning reading tasks to specific teams to support governance and compliance; ; Customisation is restricted to designated administrative and managerial users to ensure appropriate oversight, consistency, and control across the platform.

Scaling

• Independence of resources: Microservices-based architecture, allowing services to scale independently based on demand. Services separated across frontend, backend, intermediary, supporting components, ensuring increased load on one area does not impact others.; Environment is deployed on a Kubernetes (K8s) cluster hosted in Microsoft Azure, providing automated scaling, self-healing and workload isolation. ; Regional redundancy, enabling continued operation in the event of infrastructure or regional issues. Continuous monitoring across services, performance, stability metrics reviewed to identify trends, bottlenecks and improvements. Scaling decisions, configuration changes driven by observed and collected operational data, allowing the platform to proactively adapt to usage patterns and maintain consistent performance for users.

Analytics

• Service usage metrics: Yes
• Metrics types: The platform can be integrated with Google Analytics and Google Tag Manager, enabling organisations to extract and analyse a wider range of usage, interaction and behavioural metrics. This allows teams to combine operational data with digital engagement insights, supporting deeper analysis, trend identification and evidence-based decision-making.
• Reporting types: Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Baseline Personnel Security Standard (BPSS)

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: No
• Datacentre security standards: Managed by a third party
• 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 CSA CCM v4.0
• 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: User can export their data via CSV files Any local content provided by the customer can be provided in the uploaded format. We are happy to assist additional needs where deemed appropriate in terms of data ownership and provider interoperability
• Data export formats:
  • CSV
  • Other
• Other data export formats: Uploaded resources can be downloaded in their originally uploaded format
• Data import formats:
  • CSV
  • Other
• Other data import formats: Excel

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: SLA 24/7/365 Level Three Qualified Technical Support Team
• Approach to resilience: Microservices-based architecture, allowing services to scale independently based on demand. Services separated across frontend, backend, intermediary, supporting components, ensuring increased load on one area does not impact others.; Environment is deployed on a Kubernetes (K8s) cluster hosted in Microsoft Azure, providing automated scaling, self-healing and workload isolation. ; Regional redundancy, enabling continued operation in the event of infrastructure or regional issues. Continuous monitoring across services, performance, stability metrics reviewed to identify trends, bottlenecks and improvements. Scaling decisions, configuration changes driven by observed and collected operational data, allowing the platform to proactively adapt to usage patterns and maintain consistent performance for users.
• Outage reporting: 1. Direct Notification to Clients; Email Alerts: When an outage or critical system incident occurs, tri.x notifies affected clients and key stakeholders directly via email. This ensures we inform those responsible for service continuity as soon as an issue arises.; Escalation Procedures: The 24/7 monitoring system automatically triggers alerts to our support and cloud management teams. If a client’s service is affected, the escalation process ensures we contact responsible personnel without delay.; ; 2. Follow-up Communication; We send regular updates, incident post-mortems, and restoration notifications to clients as the situation is resolved.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
  • Other
• Other user authentication: ·Multi-Factor Authentication (MFA); ·Username or password
• Access restrictions in management interfaces and support channels: Tri.x restricts access in management interfaces and support channels through a comprehensive role-based access control system, combined with strong authentication and oversight procedures:; ; Role-Based Access: granular, by position template, least privilege enforced; Secure Authentication: unique credentials, strong password, MFA; Access Provisioning: Verified identity, management approval, access removed upon role/contract end; Support Channel Access: Tiered, restricted to authorised staff with traceability; Audit & Monitoring: All activities logged, client defined retention period, regular review
• 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 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 receive audit information on a regular basis
• 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: Cyber Essentials Plus; NHS Data Security and Protection Toolkit
• Information security policies and processes: Our IT Security Policy covers confidentiality, integrity and availability. Policies and procedures address all aspects of information security. Our policies permit access only as explicitly authorised, using role-based access controls. ; We use programmatic access, with separation of customer data a core architectural principle. All requirements in the IT Security Policy are mandatory for every staff member, with managers responsible for ensuring enforcement. ; Our Integrated Management System supports compliance with ISO27001, ISO9001 and Cyber Essentials Plus, with routine recertification and audits. ; We document and monitor risks and compliance requirements, logging incidents in a Corrective System, which alerts Senior Management for investigation and action. ; Annual internal and external audits underpin our Information Security Management System. Ongoing employee training and awareness refreshers support compliance. Regular reviews and testing ensure policies remain effective.; We educate staff to assess information sensitivity and protect data physically or electronically, enforcing encryption in transit and at rest. ; Our CTO is the designated board-level owner for information security, with security and risk reporting reviewed by the Board. We escalate policy breaches, significant risks or incidents to Senior Management and ultimately to Board level for oversight and action.
• 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: We apply strict configuration and change-management controls to maintain reliability, security, and full traceability. We track all service components, code, configurations, integrations and infrastructure, as configuration items throughout their lifecycle. Our teams document, version-control and log every modification, linking each change to its system dependencies. We assess all proposed changes for security impact, reviewing risks to data access, infrastructure and compliance. We develop and test changes in controlled environments, then deploy them only after they pass security review, testing and authorised approval. By enforcing these processes, we ensure every update is safe, auditable and aligned with security and operational requirements.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: We manage vulnerabilities through continuous assessment, rapid patching, and trusted threat-intelligence sources. We run monthly automated scans across all servers and systems and immediately review any new risks identified through vendor alerts, security notifications, or threat-intelligence feeds. ; ; We assess each vulnerability using CVSS scoring and determine exploitability based on existing controls. We deploy patches for critical vulnerabilities within 48 hours, applying compensating controls if no patch is available. ; ; We address lower-severity issues during scheduled patch windows and verify weekly. We rely on vendor advisories, NCSC alerts, industry threat-feeds, and annual CREST-accredited penetration testing to maintain up-to-date awareness of emerging threats
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: We maintain continuous security oversight of the platform through a dedicated security operations process, leveraging a finely tuned Web Application Firewall (WAF), network firewalls, comprehensive audit logging, and mandatory scanning of all file uploads to detect malicious or abnormal activity.; ; Security events and indicators are reviewed on an ongoing basis, supported by regular scanning and threat-intelligence awareness. When potential compromise indicators are identified, the team initiates triage to assess impact and determine appropriate response actions.
• 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: Tri.x follows pre-defined, ISO-aligned processes for common incidents such as data breaches, service disruptions and security threats. ; ; Our Corrective System logs every incident and drives structured workflows from detection through resolution and post-incident review. Users report incidents through Zendesk, the online support portal, their Account Manager, or by phone for urgent issues. Staff can record immediate actions using built-in “Post-it” functionality. Once logged, an assigned incident owner investigates, manages remediation and communicates updates. We notify clients without undue delay—typically within 24 hours—and provide full incident reports, including root-cause findings and corrective actions, through our Integrated Management System.
• 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: 5%
• Between £250,000 and £500,000: 7.5%
• Between £500,001 and £1,000,000: 10%
• Between £1,000,001 and £2,500,000: 12.5%
• Between £2,500,001 and £5,000,000: 15%
• Over £5,000,001: 15%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Business Quality Assurance International Ltd
• ISO/IEC 27001 accreditation date: Wednesday 1 June 2022
• What the ISO/IEC 27001 doesn’t cover: ISO 27001 - section on Outsourced Development; A.8.30 - deemed not applicable as tri.x does not outsource any development activities.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: Business Quality Assurance International Ltd
• ISO 9001 accreditation date: Wednesday 1 June 2022
• What the ISO 9001 doesn’t cover: • ISO 9001 - section on Resources ; o 7.1.5 Monitoring and measuring resources as tri.x operates as a SaaS product, there is no equipment therefore this section is not applicable.; o 7.1.6 Organisational knowledge - it was considered that this clause was adequately addressed in our Business Continuity and Disaster Recovery policies and deemed not to be applicable for this audit purpose.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: Ae6e7268-3b74-4604-9e42-671dc46060ca
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: Bb165730-46dd-4076-8f16-567861bcb901
• Other security certifications: Yes
• Any other security certifications: NHS Data Protection and Security Toolkit

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
    • 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
    • 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
    • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
    • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
    • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Volunteering opportunities for staff
    • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
    • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
    • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
    • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain

  • 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

  • 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
    • 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
    • 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

  • 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
    • 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
    • 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
    • Understanding of issues relating to entering the contract workforce

  • 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

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 Admin@Trixonline.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.