CAURA LTD

Caura Vehicle Management

Caura is a cloud software platform for managing vehicle admin for organisations and individual drivers. It combines a web dashboard with iOS/Android apps to handle MOT/servicing, road tax, insurance and claims, licences, and payments for parking, tolls and city charges. APIs and embeddable web journeys enable B2B integrations.

Features

• White-labelled web dashboard and iOS/Android apps
• MOT, servicing and repairs reminders, booking and payments
• Road tax reminders and payment
• UK-wide parking payments via the National Parking Platform
• City charges and toll payments
• Digital driving licence retrieval and monitoring
• Configurable workflows for admins and drivers
• Fleet-wide visibility and operational reporting
• Payments, cost controls and audit trails
• APIs and embeddable web journeys for B2B integrations

Benefits

• Reduce missed renewals and compliance risk through automated reminders
• Book and manage maintenance faster in one workflow
• Centralise vehicle admin across vehicles and drivers
• Complete driver tasks quickly on the move
• Cut parking admin time with UK-wide coverage
• Streamline city charge and toll payments to avoid penalties
• Improve spend control with consolidated payments and records
• Increase visibility with real-time operational reporting
• Integrate into existing systems using APIs and embeds
• Launch branded services faster with white labelling

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

Framework

G-Cloud 15

Service ID

541176449738117

Contact

Sai Lakshmi
n/a
sai@caura.com

About your service

• Service categories:

  Applications

  Supply chain management

  • Logistics and transportation management
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Private cloud
  • Hybrid cloud
• Service constraints: Planned maintenance may require short periods of reduced availability, scheduled out of hours where possible with advance notice.; ; Mobile app requirement: driver workflows need iOS/Android devices with internet access; some features require location services enabled.; ; Coverage limitations: some third-party schemes and integrations vary by region/provider and may not be available everywhere at launch.; ; Buyer integrations: API/SSO/data integrations may require configuration and agreed technical access from the buyer.; ; Data residency: UK/EU data hosting can be provided; any non-UK hosting is by agreement.
• System requirements:
  • Modern web browser for admin dashboard access
  • Reliable internet connection for dashboard and mobile app use
  • IOS or Android smartphone for driver app workflows
  • Enabled app permissions for notifications and location services
  • Organisation email accounts for user setup and authentication
  • Ability to receive email for verification
  • Supported payment method for charges, where applicable
  • Buyer network allows HTTPS access to Caura endpoints
  • API access requires buyer technical contacts and whitelisting
  • Optional SSO needs buyer identity provider configuration

User support

• Email or online ticketing support: Yes
• Support response times: Within a few hours, but longer at weekends
• User can manage status and priority of support tickets: No
• Phone support: No
• Web chat support: Yes
• Web chat support availability: 9 to 5 (UK time), 7 days a week
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: We use Intercom’s web messenger for chat. We have not yet completed formal testing with assistive technology users specific to our deployment. We rely on Intercom’s accessibility assessment and VPAT (assessed January 2026, largely supporting WCAG 2.2 AA)
• Onsite support: Yes, at extra cost
• Support levels: We provide three support levels, depending on how the service is used.; ; End user support (consumer/driver app): Support is provided via in-app web chat (Intercom) and email. This covers account queries, feature guidance and issue triage. There is no onsite support for individual end users. This support is included in the subscription.; ; Standard buyer support (plug-and-play web apps/dashboard): Remote support for buyer administrators, including incident management, troubleshooting, how-to guidance, and release communications. Support is delivered during UK business hours with agreed response targets. This support is included in the subscription.; ; Implementation and enhanced buyer support (white label / integrations / bespoke deployment): For customers deploying a branded solution, integrating via API, or requiring mobilisation activities, we provide technical support from engineers and delivery staff. This can include discovery workshops, onboarding/training sessions, integration support, and deployment planning. Onsite support can be provided by agreement.; ; Commercials: End user and standard buyer support are included in the SaaS subscription. Implementation, onsite workshops, and enhanced technical support are provided at additional cost, typically priced using our published day rates. Where appropriate, we can provide a named technical point of contact (technical account manager) for the duration of implementation and/or ongoing operation.
• Support available to third parties: Yes
• AI chatbot: Yes

Onboarding and offboarding

• Getting started: We help users start using Caura through guided onboarding and clear documentation. Buyers receive setup support to onboard vehicles and users, configure roles and workflows, and validate initial data. We provide online user documentation and remote training sessions for administrators, plus in-app guidance for drivers. Support is available via email and web chat. For larger deployments (for example, white label or integrations), we can run mobilisation workshops and provide onsite training by agreement at additional cost.
• Service documentation: Yes
• Documentation formats:
  • PDF
  • Other
• Other documentation formats: Docx
• End-of-contract data extraction: When the contract ends, buyers can request an export of their data from Caura. We will provide data extracts in commonly used formats (for example CSV and/or JSON) covering the buyer’s organisational data such as vehicles, users/drivers, activity records, and relevant operational history generated through use of the service. Exports are provided securely via an agreed transfer method. Where the service includes third-party journeys, the extract will include Caura-held records and references; any data held directly by third parties is subject to those providers’ terms. Data extraction is coordinated with the buyer’s nominated administrator and can be scheduled as part of an offboarding plan.
• End-of-contract process: At the end of the contract (or on termination), access to Caura continues until the agreed end date and any fees are payable up to the last day the service is provided. The agreement can be ended at the end of the term with at least 30 days’ notice, or earlier for material breach / non-payment.; ; As part of offboarding, the buyer’s nominated administrator can request an export of their Caura-held data (for example vehicles, users, activity records and related operational history) in a common format such as CSV and/or JSON, delivered via an agreed secure transfer method. After offboarding, buyer access is removed and accounts are deprovisioned. Customer data ownership remains with the customer; Caura may retain only de-identified/aggregated service usage data for service improvement.; ; Included in the contract price: standard service operation to the end date, and standard support during the contract term. Additional cost (if required): onsite workshops, enhanced offboarding support (for example bespoke data extracts, mapping/transformations, or integration assistance), and any professional services charged at day rates. Payments to third parties (for example parking/charges/tolls/maintenance payments) are not included in Caura subscription pricing.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Our onboarding and offboarding documentation is written in clear, plain English and structured to be easy to navigate. We use consistent headings, short sections, and step-by-step instructions so users can follow processes without needing to interpret dense text. Where documents are provided as PDFs, we aim to use accessible formatting (for example logical heading order, readable font sizes, and clear link text) and we avoid conveying meaning by colour alone. On request, we can provide documentation in alternative formats (for example editable documents) to support screen readers, text resizing, or internal accessibility tooling used by the buyer. We review documentation as part of release changes to keep instructions accurate and minimise unnecessary complexity.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • 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: Desktop provides the buyer dashboard for administrators to manage vehicles and drivers, configure workflows, view status and reporting, and oversee bookings and payments. Mobile provides the driver experience to complete tasks on the move, receive reminders and notifications, submit required details, and make payments where applicable. Core data stays in sync across both, but administrative controls and reporting are primarily available on desktop.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Caura is accessed through a web-based admin dashboard and iOS/Android mobile apps. The dashboard allows authorised buyer users to manage vehicles and drivers, configure workflows, and view operational status and reporting. The mobile app provides the driver interface to receive reminders and notifications, complete tasks, and make payments where applicable. Core data is synchronised across interfaces and access is controlled by user roles and permissions.
• Accessibility standards: None or don’t know
• Description of accessibility: Caura is designed to be simple and task-focused, reducing steps and complexity compared to traditional portals. Users can complete common tasks quickly (for example, payments and confirmations in a small number of steps), view exemptions and eligibility where applicable, and track activity and status clearly in-app. The web dashboard uses clear layouts and plain language to help administrators find key actions and reporting. Users can manage vehicles, drivers, reminders, bookings and payments through consistent navigation. Accessibility may vary by device settings and browser/app versions; some advanced configuration features are desktop-only.
• Accessibility testing: We have not yet completed formal usability testing of the Caura service interface with assistive technology users. We follow an “accessibility by design” approach during product development, aiming to reduce cognitive load through simple journeys, clear language, and consistent navigation. We also carry out internal checks as part of QA, including keyboard navigation checks for key user flows, basic colour contrast reviews, and testing with built-in accessibility features on iOS and Android (such as text size and screen reader settings) to identify obvious issues. We plan to complete a formal accessibility assessment against WCAG 2.2 AA for the web dashboard and mobile apps, and to schedule structured testing with assistive technology users. Findings will be prioritised and tracked through our release process.
• API: Yes
• What users can and can't do using the API: Caura provides APIs that allow authorised third parties to call Caura services from their own systems. Users can set up access by requesting API credentials from Caura and configuring authentication (for example, API keys/OAuth) and any required IP allowlisting. Through the API, users can initiate supported service journeys (for example, requesting a quote, starting a booking or payment flow, or triggering a Caura-managed action) and retrieve relevant outputs such as status, confirmations and reference IDs for reconciliation.; ; Users cannot use the API to directly change Caura configuration or master data.
• API documentation: Yes
• API documentation formats: Open API (also known as Swagger)
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Buyers can customise Caura at different levels:; ; Configuration (standard): Buyer administrators can onboard users (drivers/admins), assign vehicles, manage access roles, and configure how responsibilities are split between central admins and drivers (for example which tasks are completed in the dashboard vs in-app).; ; Branding (white label / branded web services): Buyers can use branded web journeys and communications, including buyer-facing styling and content where agreed.; ; Bespoke deployment (by agreement): For buyers requiring deeper customisation, Caura can deliver a branded deployment and develop additional or custom features, integrations, or workflows as part of an implementation project.; ; Customisation can be carried out by authorised buyer administrators (configuration), and by Caura delivery/engineering teams for branding and bespoke changes.

Scaling

• Independence of resources: We use a multi-tenant SaaS architecture with logical separation between customer data and workloads. Capacity is monitored continuously and scaled to meet demand, with protections to prevent any single tenant consuming disproportionate resources (for example request throttling/rate limiting on high-volume endpoints and background job controls). We isolate critical services and use queueing for bursty workloads so spikes are absorbed without impacting overall performance. Service performance is monitored with alerting and incident processes to maintain availability for all users.

Analytics

• Service usage metrics: Yes
• Metrics types: We provide service metrics through the admin dashboard and reporting, including vehicle and driver counts, compliance status (for example MOT/tax/licence reminders and completion), maintenance activity (bookings, completion and outcomes), payment activity (parking/charges/tolls transactions and references), and user engagement (active users and task completion). Additional metrics and scheduled reporting can be provided by agreement, depending on the buyer’s package and any enabled integrations.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • 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: Developed Vetting (DV)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
  • Other locations
• User control over data storage and processing locations: Yes
• Datacentre security standards: Managed by a third party
• Penetration testing frequency: At least once a year
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest:
  • Encryption of all physical media
  • Other
• Other data at rest protection approach: Encryption at rest for Caura-held data and backups, with access restrictions/least privilege and secure wiping of decommissioned equipment.
• Data sanitisation process: Yes
• Equipment disposal approach: In-house destruction process
• Data sanitisation type:
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Authorised buyer administrators can export standard reports from the web dashboard (for example vehicle and user lists, compliance status and activity summaries) in CSV. For full datasets, bespoke extracts, or end-of-contract data, buyers request a managed export from Caura support. We agree scope, fields and format (typically CSV and/or JSON) and deliver securely via an agreed transfer method. Exports include Caura-held data and reference IDs for third-party journeys. Scheduled exports (for example monthly) can be arranged by agreement.
• 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: We operate Caura as a managed SaaS service and use commercially reasonable efforts to maintain availability and minimise errors/interruptions.; ; Planned maintenance: the service may be temporarily unavailable for scheduled maintenance or emergency maintenance (including by third-party providers). We aim to provide advance notice of scheduled disruption. ; ; Availability SLA: our standard terms do not include a specific uptime percentage guarantee and do not warrant uninterrupted or error-free service unless otherwise agreed in a customer/partner agreement.; ; Refunds/service credits: where a buyer requires a contractual availability SLA, this can be agreed in the call-off / order form (including any service credits). Otherwise, refunds are not provided as standard for availability issues; incidents are managed via our support and continuity processes.
• Approach to resilience: Caura is designed for resilience through a combination of cloud-provider redundancy, backups, monitoring, and documented recovery procedures.; ; Datacentre / hosting resilience: Caura operates on cloud infrastructure (no on-premise servers) and relies on established cloud providers’ redundancy and uptime SLAs, including mitigations such as redundancy across multiple zones and/or regions where possible. In the event of hosting provider failure (AWS/GCP), our BCP includes rapid customer communications (within 1 hour) and a defined recovery approach. ; ; Backups and recovery: We maintain regular backups of critical data and system configurations to enable restoration after corruption, loss, or ransomware, and we perform periodic restore tests to validate recoverability. We also maintain hourly database backups within the continuity plan. ; ; Operational resilience: We continuously monitor systems and network activity, use controlled change management with rollback procedures, and have a Business Recovery Team with clear escalation and communication responsibilities.; ; More detailed architectural specifics can be provided on request.
• Outage reporting: Caura reports outages primarily through direct email communications to the buyer’s nominated contacts (and, where appropriate, in-app messaging). We do not provide a public status dashboard or dedicated status API as standard. For major incidents we provide updates during the incident and a follow-up summary once resolved.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
  • Other
• Other user authentication: One-time codes, SSO
• Access restrictions in management interfaces and support channels: Access to the admin dashboard is restricted to authorised users with individual accounts and role-based permissions (least privilege). Administrative actions are limited to approved roles and are logged for audit. Support channels (in-app chat and email) are restricted to verified users and buyer-nominated contacts for organisational accounts. We validate identity before discussing account-specific information or making changes, and we limit access to sensitive data to staff who need it for support and operations. Access to internal systems is controlled, monitored, and reviewed, with credentials managed securely.
• Access restriction testing frequency: At least once a year
• Management access authentication: 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: You control when users can access audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: No
• Security governance approach: Security governance at Caura is led by senior management, with the CTO owning security controls and platform governance and the CFO acting as Data Protection Officer for GDPR. We maintain an Information Asset Register and Data Flow Map to classify data and control access. ; ; Policies and procedures are maintained on Confluence, mandatory for staff, and reviewed at least annually. We use controlled change management, monitoring and audit logging, and documented incident/BCP escalation and recovery processes.
• Information security policies and processes: We follow documented information security policies and operating procedures covering data security, access control, encryption, logging/monitoring, change and patch management, incident management, business continuity, and records management/retention.; ; Reporting structure: Security governance is owned by senior leadership. The CTO is responsible for IT, cyber and information security controls and for maintaining the core security policies and technical standards. The CFO acts as Data Protection Officer (DPO) and leads GDPR governance, including oversight of third-party processors and periodic checks/audits, reporting to senior leadership and the Board on GDPR audits, breaches, training and complaints.; ; Ensuring policies are followed: Policies are published internally and are mandatory for staff; breaches are handled through defined management/disciplinary processes. We apply least-privilege access controls, maintain audit trails through logging, and manage changes through controlled processes with testing and rollback plans. Incidents are escalated and managed using documented procedures and continuity plans, including regular review and testing.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Tracking components through their lifetime: Platform components are managed through version control and ticketed change processes, with changes reviewed, tested and deployed via controlled release pipelines. We maintain documentation of environments and key assets, and log operational changes to support traceability and rollback.; ; Assessing security impact: Each change is assessed for risk and security impact as part of the change process (including dependency/security review where relevant). Changes are tested before release and critical changes have rollback plans. Security incidents or vulnerabilities identified through monitoring, testing, or third-party advisories are prioritised for remediation through the same controlled change process.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We assess threats through continuous monitoring of systems, networks and logs, and by tracking vulnerabilities in third-party and open-source components. We deploy patches through controlled change management with testing and rollback. Non-urgent patches follow planned maintenance windows; critical security fixes are prioritised and deployed as soon as practicable, using emergency maintenance where needed. We use threat information from cloud and software vendor advisories, dependency/security tools, and NCSC guidance.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We use supplier-defined protective monitoring controls. We monitor application and infrastructure logs (including authentication, admin activity and network events) with alerting to detect unusual patterns and potential unauthorised access. When a potential compromise is identified, we triage and investigate, contain impact (for example restricting access or isolating affected components), preserve logs, remediate (patch/configuration changes), and provide updates to the buyer’s nominated contacts. Major incidents are escalated immediately, with communications issued rapidly (within 1 hour where feasible).
• Incident management type: Supplier-defined controls
• Incident management approach: We have predefined incident processes for common events (service outage, cyber incident, supplier failure), with documented roles, escalation and incident logging. Users and buyers report incidents via in-app chat (Intercom) and email, with issues logged, prioritised and escalated to Operations/Engineering and the CTO for major incidents. We provide updates during significant incidents and a written incident summary afterwards (timeline, impact, remediation and lessons learned). Personal data breaches are escalated to the CFO/DPO for assessment and any required ICO reporting
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Supplier-defined process

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: No
• Free trial available: Yes
• Description of free trial: Caura’s consumer mobile app is free to download and use, allowing individual drivers to create an account and access core vehicle admin features (e.g. reminders / vehicle management). ; ; For organisational buyers (for example fleet deployments, white label services, or API integrations), we do not provide a standard free trial environment.
• Link to free trial: https://caura.com/

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: 4%
• Between £1,000,001 and £2,500,000: 6%
• Between £2,500,001 and £5,000,000: 8%
• Over £5,000,001: 10%

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: None of the criteria
• Cyber essentials plus: No
• Cyber Essentials Alternative: None of the criteria
• 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
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Ensuring new workers are informed of their right to join a trade union
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
    • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
    • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
    • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • 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

  • 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

  • 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

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