HPO TECHNOLOGIES LIMITED

HPO OS

HPO OS is a software platform that enables organisations to improve readiness by managing personnel health and resilience to optimise human performance. We use HPO OS to deliver a number of solutions, each embodied in a module in our platform:
Prepare
Optimise
Recover
Assess
Coach
Connect

Features

• Integration with "wearable" health monitoring devices
• Questionnaire feature to obtain health data not suitable for "wearables"
• Supported health intervention types include: courses, challenges, and programmes
• Supported content types include: workouts, achievements, articles, and classes
• Communication options to support engagement include: checkins, notifications, news feed
• Mobile app configured to meet customer goals
• Browser-based dashboard for simple access by users
• Proven ability to integrate with UK Armed Forces IT systems
• Support for use in Emissions Controlled environments

Benefits

• Improved organisational readiness: increase proportion of people available for operations
• Reduce risk of injury during training or operations
• Increase pass rate for recruit training and so reduce cost
• Reduce time taken to recover from operations
• Offer personalised insights and interventions based on an individual's data

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

Framework

G-Cloud 15

Service ID

530432537397248

Contact

Mushtaq Sadat
07454405585
mushtaq.sadat@hpotechnologies.com

About your service

• Service categories:

  Application Development and Deployment

  Analytics and business intelligence

  • Business Intelligence
  • Advanced and predictive analytics
  • Location and geospatial data management and analytics
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: User-facing interfaces including mobile applications and web sites are constrained to recent versions of generally-available mobile phone operating systems (iOS, Android) and browsers (e.g. Google Chrome, Microsoft Edge). See the Service Definition document for more detail. ; ; Wherever possible, planned maintenance will be carried out without affecting the service. Where emergency maintenance is necessary and is likely to affect the service, HPO Technologies will endeavour to inform the affected parties as soon as possible, and preferably before the start of the emergency maintenance.
• System requirements:
  • Server CPU: equivalent of 1 AWS vCPU (1 core 3GHz)
  • Server RAM: 3GB
  • Server disk: 50GB
  • Server OS family: Linux
  • Android v16 (for end-user apps only)
  • IOS v26 (for end-user apps only)

User support

• Email or online ticketing support: Yes
• Support response times: Within four hours inside working hours.; Within one business day outside working hours.
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: Our standard support hours are 09:00–17:00 (UK business hours), Monday to Friday, excluding UK Public Holidays.; Extended support hours are available for customers on higher-tier licence packages. ; ; Please refer to the Pricing document for support level costs. ; ; We can provide a technical account manager or cloud support engineer by prior agreement.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We involve users early in the customisation of the service (in Discovery processes), and then in pilot and "beta" releases of the service. Our Customer Success team works closely with users to provide training (onsite and/or online, as required) to ensure that the service delivers the required business objectives. We support "train the trainer" and "service champion" approaches.; As noted in the Service Definition document, there are several different user groups (briefly: End Users, Subject Matter Experts, and Leaders). These groups have different roles and needs, so training and documentation are different for each group. For enterprise customers, we also recognise that there may be different requirements between sub-divisions/directorates.; We believe that successful services need to grow and adapt over time, so training is not a one-time process, but is required across the service's life.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: HPO OS is an open platform with open, non-proprietary data and file formats, and public APIs. Once data is integrated into the platform, it is easy to export it in many different formats or otherwise make it accessible to other software systems. Such flexibility allows data to be exported in formats that are easily digestible by other tools as needed.; HPO OS has been purposefully designed to avoid vendor lock-in.; All data in the platform can be securely exported in non-proprietary formats for use in other databases or systems. HPO Technologies will work with the customer to determine the best export format(s) for customer datasets and their destination systems, but this will typically in .CSV file format. ; HPO Technologies can assist the customer with any data retention, archiving, transportation or destruction requirements.
• End-of-contract process: HPO OS has been purposefully designed to avoid vendor lock-in.; ; Included in contract price: ; All data in the platform can be securely exported in non-proprietary formats for use in other databases or systems. HPO Technologies will work with the customer to determine the best export format(s) for customer datasets and their destination systems, but this will typically in .CSV file format. ; HPO Technologies will also ensure that this data is then deleted from the platform, and that any services, websites, applications, or integrations are decommissioned.; HPO Technologies commits to purge and destroy customer data from any computers, storage devices and storage media that are to be retained by HPO Technologies after the end of the contract period, and the subsequent extraction of customer data (if extraction was requested by the customer).; HPO Technologies can assist the customer with any data retention, archiving, transportation or destruction requirements.; ; Any additional requirements must be mutually agreed and may incur an additional cost.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
  • Safari
• Application to install: Yes
• Compatible operating systems:
  • Android
  • IOS
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The mobile app contains features for health interventions, information, and notifications. The mobile app is primarily intended for "End Users" - the people undergoing the process of preparation, optimisation, or recovery. ; The desktop website contains dashboards and analysis features. It is primarily intended for "Leaders" - the people responsible for both the outcomes delivered by an organisation, and the physical and psychological risks accepted by the organisation in training, operational delivery, and recovery.; A third user segment is Subject Matter Experts (SMEs). Specialists who assess, coach, and instruct the End User. They have their own desktop website and mobile app.
• Service interface: No
• User support accessibility: WCAG 2.2 AA
• API: Yes
• What users can and can't do using the API: API supports: ; Create / Read / Update / Delete (CRUD) operations for: programmes, plans, content, workouts, questionnaires, and users.; Create / Read operations for workouts and questionnaires.; API does not support: definition of the "lifecycle" of end users through a multi-stage process like a recruiting "pipeline".
• API documentation: Yes
• API documentation formats: Open API (also known as Swagger)
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: The customer organisation can customise the service at a high level in their choice of which solutions (i.e. modules) they buy - see the Service Definition document for an explanation of the solutions available.; The customer organisation can in turn further customises the solution by co-designing (with HPO) the app(s) and websites available to their users.; Module selection and co-design processes are best conducted during a Discovery phase. Discovery needs to include customer staff with a clear understanding of the business objectives and outcomes desired, and detailed knowledge of target users, training and operational environments, and the human performance goals and constraints.

Scaling

• Independence of resources: The software platform is deployed in a containerised manner. This allows us to scale horizontally to deal with high demands. We use "auto-scaling" features of our cloud service providers to handle dynamic load peaks. But we aim to pre-empt this by scaling capacity in advance, cued by clear customer communication and planning.

Analytics

• Service usage metrics: Yes
• Metrics types: Service metrics are very use-case dependent. ; For a digital health intervention metrics include: user-chosen health goals and key health metrics (a mix of user-reported metrics and, where available, metrics sourced from wearable health devices).; For military recruiting use cases metrics include: app store conversion rate, app downloads, user registrations, users validated as candidates in the "recruiting process, number of candidates in each stage of the recruiting process, user retention, and user engagement.; We also report on service availability.
• Reporting types:
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Developed Vetting (DV)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least every 6 months
• 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
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • 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

Data importing and exporting

• Data export approach: HPO OS is an open platform with open, non-proprietary data and file formats, and public APIs. Once data is integrated into the platform, it is easy to export it in many different formats or otherwise make it accessible to other software systems. ; HPO OS has been purposefully designed to avoid vendor lock-in.; All data in the platform can be securely exported in non-proprietary formats for use in other databases or systems. HPO Technologies will work with the customer to determine the best export format(s) for customer datasets and their destination systems, but this will typically in .CSV file format.
• Data export formats: CSV
• Data import formats: CSV

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: 99.9% availability with a partial refund if this SLA is not met.
• Approach to resilience: We use Amazon Web Services (AWS) as our primary cloud services provider. Within AWS, we use their "EU-West-2" Region located within the UK for data sovereignty purposes. There are three separate physical data centres known as "Availability Zones" (AZs) within this Region. We can move our workloads between these three AZs for resilience in the case of a failure affecting an AZ.; In the event of an outage affecting the entire AWS EU-West-2 Region we prioritise data sovereignty and switch to our alternate cloud services provider (Google Cloud) using a UK location (europe-west2). We use a "warm standby" strategy. Data is replicated from our primary instance to our alternate. Our protective monitoring approach should prevent e.g. ransomware attack, but data replication provides an additional layer of depth to our defence against this type of attack.
• Outage reporting: We provide a public status page (dashboard) for our service. The same information is available via a status API.; The infrastructure for the status page and dashboard are separate to our primary service instance.; We also provide email alerts.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Username or password
  • Other
• Other user authentication: Candidate recruits for the UK Armed Forces are allocated a Unique Reference Number (URN). In some use cases we validate a candidate's access to information using the following information:; Name; Date of birth; URN
• Access restrictions in management interfaces and support channels: This is in part a question about the customer's security infrastructure and security posture, which is discussed with the customer during Discovery. ; We can support Single Sign On (SSO). This in turn can integrate with enterprise-class Identity and Access Management (IAM) systems like Microsoft Entra ID (previously known as Microsoft Azure Active Directory).; We can support Multi-Factor Authentication (MFA). We note the guidance from the UK's National Cyber Security Centre on recommended types of MFA.; We can also support login ID/password pair for users in austere IT environments.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
  • Other
• Description of management access authentication: In addition to MFA and username/password, we also support SSO integration with a customer's Identity and Access Management (IAM) systems like Microsoft Entra ID (previously known as Microsoft Azure Active Directory).

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: User-defined
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: User-defined
• How long system logs are stored for: User-defined

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: Our set of information security policies and procedures enables us to comply with both ISO 27001 and Cyber Essentials Plus.; Our reporting structure for information security has two "branches:; 1. Product, engineering, and technical issues are reported to our Head of Product.; 2. Business, legal, regulatory, and staff policy aspects are reported to our Head of Finance.; These two "Head of" positions report to our Managing Director, who in turn reports to our Board. Our Board includes a named individual with responsibility for security.; ; We ensure that policies are followed through a combination of approaches:; 1. Wherever possible, "bake in" the policy to our processes or IT access permissions so that compliance requires less thought or effort.; 2. Regular reporting and meeting cadence (e.g. for vulnerabilities).; 3. Training for new hires.; 4. Annual training for all staff.
• 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 changes are tracked throughout their lifecycle through source code management and work management software. Our automated tooling prevents vulnerable packages from being introduced and notifies the team of any detections. We categorize change requests from a security perspective by data sensitivity, exposure level and authentication / authorization impact. Engineers follow a strict code review process including reviewing the security impact as set out in our CMP (Configuration Management Plan). Configuration changes are pre-approved and documented in our Configuration Index. Releases require approval from a senior engineer before rollout.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Our approach to vulnerability management is founded on maintaining the SBOM (Software Bill Of Materials) for our system. Based on the SBOM we continually acquire information on threats in the form of CVEs (Common Vulnerabilities and Exposures) from sources like the National Vulnerabilities Database. Remediation for a CVE is prioritised based on two factors: the threat level as indicated by the CVE's Common Vulnerability Scoring System (CVSS) score; and the Exploit Prediction Scoring System score (or Exploitation Status Flag). Known exploits are prioritised for immediate remediation. Lower priority CVEs are added to the development plan usually over 4-8 weeks.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: A range of techniques are used to identify potential attacks/compromises. These include monitoring the behavior of privileged accounts, key workloads, and our network/connections (e.g. communication with block-listed malware C2 nodes based on threat intelligence feeds). The monitoring system alerts on-call staff (available 24x7). Subsequent response and remediation times are driven by the severity of the issue, but the most severe issues would see response within one hour, and remediation with eight hours.
• 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 processes for incidents. These processes vary by the severity of the incident, with predefined times for response and resolution. ; Users may report incidents through a range of channels, including, for example, email and WhatsApp. ; The post-incident investigation is treated as an opportunity to learn and improve. Post-incident reports are provided to customers, typically in PDF format via email, and are also widely circulated within the business. The report includes a time line for the incident, a description of the incident and its impact, and a list of any follow up actions.
• Post-quantum cryptography secure: Yes

Secure development

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

Public sector networks

• Connection to public sector networks: No

Pricing

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

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

• Less than £250,000: 0%
• Between £250,000 and £500,000: 2%
• Between £500,001 and £1,000,000: 3%
• Between £1,000,001 and £2,500,000: 5%
• Between £2,500,001 and £5,000,000: 6%
• Over £5,000,001: 8%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Amtivo Group Limited trading as British Assessment Bureau
• ISO/IEC 27001 accreditation date: Friday 13 June 2025
• What the ISO/IEC 27001 doesn’t cover: Nil
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: Amtivo Group Limited trading as British Assessment Bureau Ltd
• ISO 9001 accreditation date: Sunday 21 June 2026
• What the ISO 9001 doesn’t cover: Nil
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 6113ed3c-85cf-4b57-a86a-d82bb6a1c555
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: Ad6beda5-18cd-4d9b-b897-65fd36ef8af8
• 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
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
    • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
    • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • 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.

  • 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
    • 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
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • Plans for positive actions with community groups.
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives
    • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds

  • 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
    • 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
    • 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 mushtaq.sadat@hpotechnologies.com. Tell them what format you need. It will help if you say what assistive technology you use.