GENERATION DIGITAL LIMITED

Anthropic (Claude)

Claude is a family of secure, high-performance, and constitutionally-aligned Large Language Models (LLMs) and a conversational AI assistant. It is designed to safely accelerate public sector productivity, conduct complex research, automate workflows, summarise vast documents, and support sophisticated code generation.

Features

• Large Context Windows
• Tool Use/Function Calling
• Code Generation and Debugging
• Constitutional AI Alignment
• Data Analysis Sandbox
• Document Attachment & Analysis
• Real-time API Streaming
• Structured JSON Output
• Conversation History Management
• Role-Based Access Control

Benefits

• Accelerate Research and Policy
• Improve Citizen Services
• Enhance Developer Productivity
• Maintain Security and Trust
• Scale Operational Efficiency
• Streamline Document Workflows
• Integrate with Existing Systems
• Customise AI for Specific Needs
• Ensure Data Control
• Promote Transparency

• Free trial available

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at 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

506762295408614

Contact

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

About your service

• Service categories:

  Applications

  Collaborative

  • Team collaboration
• 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: Claude integrates with and extends other software through APIs and partner integrations, including platforms such as Slack, Notion, Zapier, and custom enterprise applications.
• Cloud deployment model: Public cloud
• Service constraints: The service's performance, while highly available, is subject to the buyer's requested model size, input/output token limits, and rate limits defined by the specific service tier (e.g., API or web console plan). Use of the API requires a generated API key. Customised models and some advanced features (like extended context) may incur higher costs. Users must adhere to the Anthropic Acceptable Use Policy, which restricts certain high-risk applications. Maintenance is scheduled outside of core business hours where possible, with major changes notified in advance.
• System requirements:
  • Web Browser Access
  • Active Internet Connection
  • Valid Account/API Key
  • TLS v1.2 or Higher
  • Supported SDK/Library

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
  • Other
• Other documentation formats:
  • SDK guides
  • Interactive reference material
• End-of-contract data extraction: Users can export their data at any time before the contract ends by downloading conversation history directly from the Claude interface or by retrieving all content they have generated through the API. Organisations can also script bulk extraction using the API to download stored inputs and outputs. Anthropic does not retain user prompts or outputs after account closure, so buyers must export any required data before the service is terminated.
• 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
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The mobile experience provides core Claude functionality through the web interface, with a simplified layout and reduced screen space. Some advanced features, integrations, and multi-window workflows are easier to use on desktop. Mobile is optimised for messaging-style interaction but may have limited access to complex tools or file handling.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: The web-based Claude AI Assistant.
• Accessibility standards: None or don’t know
• Description of accessibility: Claude is accessible through a clean, simplified web interface that supports keyboard navigation, screen zooming and compatibility with common assistive tools such as screen readers. Users can create and review content, upload files and interact through text prompts. Some advanced accessibility features, such as full WCAG-certified support, custom display modes or comprehensive screen-reader optimisation, may not yet be available.
• Accessibility testing: Anthropic has not publicly disclosed detailed, formal testing programmes specifically involving users of assistive technologies. However, the Claude interface is continually evaluated through internal usability and accessibility reviews, including compatibility checks with common assistive tools such as screen readers, browser zoom functions and keyboard navigation. These reviews help identify barriers and improve general accessibility. Because Anthropic has not released specific information about structured testing with external assistive technology users, further details are not available. Additional information may be provided by Anthropic upon request.
• API: Yes
• What users can and can't do using the API: Users can call Claude models via Anthropic’s API to generate and analyse text, code and other supported content, and embed these capabilities into their own applications or workflows. Setup is done by creating an Anthropic account, generating API keys and configuring them in the buyer’s systems. Through the API, users can send prompts, manage conversations, control parameters (for example model choice, temperature, max tokens) and integrate with internal services. The API cannot be used to manage billing, user accounts or core Anthropic service configuration, which must be done through the Anthropic console or support.
• API documentation: Yes
• API documentation formats:
  • HTML
  • Other
• API sandbox or test environment: No
• Customisation available: Yes
• Description of customisation: Through prompt engineering, system prompts, tool use, and fine-tuning/custom model creation capabilities via the API

Scaling

• Independence of resources: We leverage the scalable infrastructure of leading cloud providers (e.g., AWS, Azure) to distribute workloads globally across multiple availability zones and regions. Load balancing, auto-scaling groups, and intelligent request routing are employed to manage traffic spikes and ensure fair resource allocation. We utilise a robust quota/rate limit system per API key or organisation to prevent individual users from monopolising resources, guaranteeing consistent, high-throughput access for all buyers regardless of overall platform demand.

Analytics

• Service usage metrics: Yes
• Metrics types: Usage and cost metrics are available via the Anthropic console and API.
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Reseller providing extra support
• Organisation whose services are being resold: Anthropic (Claude)

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: Other locations
• User control over data storage and processing locations: No
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least every 6 months
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest: Encryption of all physical media
• 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 Erasure
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Users can export their data (conversation history and account data) directly through the service's web interface. For individual users and Team plans, this is initiated from the Settings > Privacy section. For Enterprise plan Primary Owners, an organisation-level export, including all user and conversation data, can be requested via Admin Settings > Data and Privacy. Once processed, the user receives a secure, time-limited download link via email containing the exported data file. API users manage data within their own applications and can export it as required by their own data retention policies.
• Data export formats:
  • CSV
  • Other
• Data import formats:
  • CSV
  • Other

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: Our service is designed for maximum availability and reliability, leveraging the inherent resilience of the underlying cloud infrastructure (multi-region, multi-Availability Zone deployment). We aim for four nines (99.99%) or better availability for our core API and platform services, although the specific Service Level Agreement (SLA) for a contract will depend on the chosen commercial agreement and deployment model. The formal SLA and its associated credits/refund structure for any guaranteed levels of availability are detailed in the Call-Off Contract terms. Typically, if the guaranteed uptime is not met, buyers are eligible for service credits calculated as a percentage of the monthly service fee, with increasing credit tiers corresponding to decreased availability. Specific details are available upon request and through the formal contracting process.
• Approach to resilience: The service is built upon a resilient, distributed architecture within top-tier cloud environments, employing multiple availability zones (AZs) and regions to eliminate single points of failure. Key components are fully redundant, load-balanced, and automatically scaled to handle sudden traffic increases and mitigate regional outages. Disaster Recovery (DR) processes include asynchronous data replication across geographic regions and documented runbooks for failover to secondary sites, ensuring rapid service restoration with minimal data loss. The platform leverages advanced, internal AI-powered Security Operations (AI SOC) to autonomously detect, investigate, and respond to threats and anomalous behavior, significantly reducing mean-time-to-recovery (MTTR) for both security and operational incidents. Operational security and resilience details are available on request through our Trust Center documentation for further scrutiny.
• Outage reporting: Service status and any ongoing outages are reported via a public status dashboard, which provides real-time information on the operational status of all core components, API services, and the Claude web application. In the event of a major, widespread incident or sustained service degradation, registered users and organisation administrators are notified directly via email alerts. For enterprise customers, outage reporting is also integrated into existing support channels, including dedicated support portals and ticketing systems. Post-incident reviews and root cause analyses (RCA) are generated for all significant service disruptions and are made available to affected buyers upon request, outlining the cause, remediation steps, and preventive measures implemented.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: Access to all management interfaces (e.g., administration consoles, production environments) is strictly controlled using the principle of least privilege and requires Multi-Factor Authentication (MFA). Access is logged and audited. Privileged user accounts are provisioned via our Identity Provider (IdP) and automatically de-provisioned upon role change or termination. Support staff access to customer data is strictly controlled, requires explicit approval, is time-limited, and is fully monitored and logged for audit purposes, only occurring when necessary to resolve a specific customer issue.
• Access restriction testing frequency: At least every 6 months
• Management access authentication: Multi-Factor Authentication (MFA)

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: Less than 1 month
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: Less than 1 month
• How long system logs are stored for: Between 6 months and 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: Other
• Other security governance standards: SOC 2 Type II compliance
• Information security policies and processes: We adhere to policies based on ISO/IEC 27001, SOC 2 Type 2, and HIPAA frameworks. Our Information Security Management System (ISMS) is governed by a dedicated Security Team, CISO, and internal Audit function. Policies cover all aspects of the service, including data handling, access control, incident response, and secure development lifecycle (SDLC). Compliance is ensured through mandatory security awareness training for all staff, regular internal and external audits, and continuous monitoring of controls. A formal reporting structure mandates that security incidents and policy deviations are immediately escalated to the CISO and Executive Leadership for rapid response and remediation. Policies are reviewed and updated at least annually or in response to major changes in the threat landscape or regulatory requirements. Full policy documentation is available to buyers under NDA.
• 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: All service components are tracked via a centralised configuration management database (CMDB). Changes are managed through a formal Change Advisory Board (CAB) process. Every change request (CR) must include a detailed scope, a rollback plan, and a mandatory security impact assessment by the Security Team before approval. Changes are tested in segregated staging environments and deployed using automated, auditable pipelines (IaC/GitOps) to minimise human error and ensure consistency. This process complies with the control objectives of our SOC 2 and ISO 27001 certifications.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: We employ continuous, automated scanning and static/dynamic application security testing (SAST/DAST) across our code and infrastructure. Threat intelligence is sourced from internal research, our AI SOC, and reputable external feeds (e.g., CISA, industry groups). Detected vulnerabilities are immediately assessed for severity using CVSS, prioritised, and assigned for remediation. Critical patches are deployed within 24 hours, and high-severity issues within 7 days, following a standard, tested emergency change process. We also run an active bug bounty program.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: We utilise a sophisticated, AI-driven Security Operations Center (SOC) that aggregates logs and telemetry across all infrastructure, network, and application layers. Potential compromises are identified through real-time correlation, heuristic analysis, and anomaly detection. Upon identification, alerts are routed to our 24/7 security team for immediate validation. We aim for a response time of under 15 minutes for critical incidents, which includes containment, eradication, and post-incident forensic analysis, following our documented incident response runbooks.
• 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 have pre-defined and tested processes (runbooks) for all common security and availability incidents, including denial of service, unauthorised access, and data leakage. Users report incidents via our dedicated support portal or through their enterprise support channel. Incident reports are generated at defined stages: initial communication, status updates, and a final, detailed post-incident review (PIR). PIRs are shared with affected customers, providing a transparent breakdown of the event, actions taken, and future preventative measures.
• 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: Yes
• Description of free trial: He free version of Claude provides access to the Claude 3.5 Sonnet model with basic conversational capabilities and limited usage per day.

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.