GENERATION DIGITAL LIMITED

Navan Travel & Expense Management Platform

Navan is an all-in-one Travel, Corporate Card, and Expense Management platform. It automates global business travel booking, policy enforcement, and real-time expense reporting. The service simplifies reconciliation, provides 24/7 support, and offers real-time spend visibility for finance teams.

Features

• Integrated travel booking for flights, hotels, trains and cars.
• Automated expense management with real-time receipt capture.
• Smart corporate cards with built-in policy controls.
• AI-driven travel recommendations and policy compliance.
• Real-time reporting and analytics for spend visibility.
• Mobile app for bookings, approvals and expense submission.
• Built-in travel policy enforcement and approval workflows.
• 24/7 global travel agent support service.
• Integrations with HR, ERP and finance systems.
• Centralised invoicing and automated reconciliation.

Benefits

• Reduces travel and expense processing time significantly.
• Ensures policy compliance automatically across all teams.
• Improves spend visibility with real-time analytics.
• Lowers overall travel and expense costs.
• Simplifies approvals and reimbursement processes.
• Supports duty-of-care for employee travel safety.
• Enhances user experience with a single unified platform.
• Eliminates manual receipt entry and admin workload.
• Streamlines corporate card spend management.
• Integrates seamlessly with existing finance workflows.

• 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

570811603965467

Contact

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

About your service

• Service categories:

  Applications

  Enterprise resource management

  Financial

  • Travel and Expense Management Applications
• Multi cloud support: No

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: Navan integrates with over 30 external systems, functioning as the T&E layer for major ERP/Accounting platforms (like SAP, Oracle, Xero, QuickBooks), and HRIS systems (like Workday, BambooHR). These integrations allow for automated synchronisation of financial, employee, and travel data.
• Cloud deployment model: Public cloud
• Service constraints: Customisation: While policies and reporting are highly customisable, the core booking interface and expense automation workflows are standardized SaaS offerings; extensive, bespoke UI modifications are not supported. Card Issuance: The Navan Corporate Card functionality is subject to eligibility checks and regulatory requirements in the buyer's region. Planned Maintenance: As a global, always-on service, planned maintenance is rare and typically non-disruptive, but essential upgrades may occasionally require brief service windows, usually communicated in advance.
• System requirements:
  • Modern web browser
  • Mobile operating system:
  • Internet connection
  • SSO configured
  • No specific hardware
  • Email access
  • Data integration access
  • No local software
  • Payment method

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:
  • In-product guidance
  • Video tutorials
  • Interactive onboarding content
  • API integration examples
• End-of-contract data extraction: Users can extract their data before the contract ends by exporting travel records, expense reports, receipts, transaction histories and user information directly from the Navan admin dashboard. Administrators can download data in common formats such as CSV or through available integrations. Navan does not retain customer data after contract termination, so all required information should be exported prior to offboarding.
• End-of-contract process: At the end of the contract licences can be renewed or terminated.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Navan’s onboarding and offboarding documentation is provided through an online help centre that is accessible via standard web browsers. Content can be viewed using screen zoom, browser accessibility tools and keyboard navigation. Documentation is written in clear, structured formats to support readability. While it supports common browser-based accessibility features, Navan has not published formal accessibility certifications for these materials. Additional assistance is available through Navan Support for users who require help accessing or understanding onboarding or offboarding steps.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Other
• Application to install: Yes
• Compatible operating systems:
  • Android
  • IOS
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The Desktop (web) interface is primarily used by travel managers and finance administrators for setting policies, running detailed reports, managing integrations, and performing administrative tasks. The Mobile App (iOS/Android) is streamlined for the traveller and expenser, focusing on core actions: booking trips, managing itineraries, capturing receipts, submitting expenses instantly, and accessing 24/7 support. While both platforms allow booking, the mobile app is optimised for quick, on-the-go actions and offline itinerary access.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Navan offers a web-based interface and mobile app where users can book travel, submit expenses, manage corporate card transactions, and view itineraries. The interface includes dashboards, approval workflows, policy controls, and real-time spend visibility. Administrators can manage users, policies, integrations, financial settings, and reporting through the Navan Admin Console.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Navan employs a multi-faceted approach to accessibility testing. We conduct regular internal audits using automated scanning tools and manual checks against WCAG 2.2 checkpoints. Furthermore, we engage external accessibility consultants to perform formal audits and penetration testing using common assistive technologies, including screen readers (NVDA, JAWS, VoiceOver).; ; While we may not have a continuous, public program specifically recruiting users of assistive technology (AT) for live testing, the findings from these formal audits are directly translated into development tickets. Our development teams also use internal tools that simulate AT usage to test new features. This commitment ensures that remediation for identified issues (e.g., colour contrast, focus order, semantic markup) is prioritised and integrated into the standard Secure Software Development Lifecycle (SDLC). We maintain an internal roadmap for continuous accessibility improvement.
• API: Yes
• What users can and can't do using the API: Navan provides APIs primarily for data exchange. Users can set up automated data feeds for users, travel segments, and expense data from Navan to their internal ERP, HRIS, or Business Intelligence (BI) systems. Users can make changes by programmatically updating employee profiles and status (e.g., activating/deactivating users) or exporting custom reports.; ; Limitations: The API is generally used for data synchronisation and does not allow for the programmatic setup of the core platform configuration, such as defining new corporate policies, modifying booking rules, or managing the financial setup of the Navan Card; these administrative tasks must be performed via the web management interface.
• API documentation: Yes
• API documentation formats:
  • HTML
  • Other
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Customisation includes defining travel/expense policies, approval workflows, reporting fields, and integration settings.

Scaling

• Independence of resources: Navan is built on a highly scalable cloud architecture that leverages load balancing and auto-scaling across its services. Resources are dynamically provisioned and scaled based on demand, ensuring consistent performance. The architecture uses logical separation of customer data and service layers. While all users share the same platform infrastructure, the elastic nature of the underlying cloud provider (AWS) and intelligent traffic management prevent a "noisy neighbour" from significantly impacting the performance of other users' core transactions (booking, expense submission).

Analytics

• Service usage metrics: Yes
• Metrics types: Available through the Administrator dashboards and reporting tools.
• Resource tagging: Yes
• FOCUS resource tagging: No

Resellers

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

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: Managed by a third party
• Penetration testing frequency: At least once a year
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest: Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: Users export data primarily through the reporting and admin dashboards in the web interface, where financial and travel data can be generated in common formats. Data can be exported as CSV or other supported flat-file formats. For continuous or large-scale data export, Navan’s APIs are used to automatically push transaction, expense, and user data to the buyer's internal systems (ERP/BI) at scheduled intervals. This automation ensures finance teams have up-to-date information for reconciliation and reporting.
• Data export formats:
  • CSV
  • Other
• Other data export formats: PDF
• Data import formats:
  • CSV
  • Other
• Other data import formats: API connections

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: Navan is designed for high availability with redundancy across multiple Availability Zones. For Enterprise customers, Navan typically provides a financially-backed Service Level Agreement (SLA) committing to a guaranteed level of platform uptime (percentage defined in the contract).; ; Should the actual uptime fall below the guaranteed level in a given month, customers may be eligible to receive service credits as compensation. The amount of the credit is tiered based on the percentage of measured downtime. The full details, including the exact percentage guarantee and credit schedule, are outlined in the Master Subscription Agreement (MSA) or relevant contractual terms. Availability for core services like booking and expense submission is continuously monitored 24/7.
• Approach to resilience: Navan leverages the inherent resilience of its AWS cloud infrastructure. The platform is deployed across multiple Availability Zones (AZs) within a chosen region. This multi-AZ setup ensures that if a single AZ experiences a failure, services automatically failover to another healthy zone with minimal interruption.; ; Data is continuously backed up and replicated to separate, highly durable storage systems (e.g., S3), providing protection against data loss. Key database services use replication, and the application architecture is designed to be stateless where possible, allowing components to be spun up and scaled quickly to handle failures. Disaster Recovery plans, including regular testing of recovery procedures, are in place to ensure business continuity. Further specific architectural details are available upon request under NDA.
• Outage reporting: Navan reports outages via a publicly accessible status dashboard that provides real-time information on the health and performance of core services across all regions. This is the primary method for external communication during an incident.; ; Additionally, the 24/7 support teams communicate directly with customers who contact them regarding issues. For Enterprise customers, the designated Customer Success or Account Manager will provide updates as per the incident communication plan. While there is no dedicated Outage API for external consumers, system logging and monitoring data feeds (which can be integrated into the buyer's systems) allow proactive detection of issues by the buyer's internal teams.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
  • Other
• Other user authentication: Users access Navan using authenticated accounts via email and password or Single Sign-On with the organisation’s identity provider (for example Microsoft, Google, Okta via SAML/OIDC). Multi-factor authentication can be enforced through the identity provider. Sessions are protected with secure tokens, and access is controlled using role-based permissions managed by administrators.
• Access restrictions in management interfaces and support channels: Access to administrative and management interfaces is restricted via Role-Based Access Control (RBAC), ensuring the principle of least privilege. Access requires Multi-Factor Authentication (MFA) and is typically controlled via Single Sign-On (SSO) for Enterprise customers. Support channels verify the user’s identity through secure authentication protocols before discussing or actioning any sensitive account information, ensuring only authorised administrative contacts are granted access.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password

Audit information for users

• Access to user activity audit information: Users have access to real-time audit information
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: Navan maintains a comprehensive set of Information Security policies based on established frameworks like ISO 27001 and SOC 2. Policies cover areas including risk management, data handling, access control, and physical security.; ; The CISO leads the security governance team, reporting to senior leadership. Policy adherence is enforced via: Mandatory Security Training, Automated Controls & Auditing
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Configuration and change management approach: Service components are tracked throughout their lifecycle using a formal change control system. All changes follow a defined process: request, review, approval, and testing. Changes are assessed for potential security impact via mandatory security reviews and automated checks integrated into the CI/CD pipeline (including SAST/DAST). High-risk changes require formal approval from a Change Advisory Board (CAB) before deployment to ensure integrity and stability.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: We assess potential threats via continuous internal vulnerability scanning, regular external penetration tests, and a formal Bug Bounty Program. Threat intelligence is sourced from industry feeds (NVD), government advisories, and security vendors. Vulnerabilities are prioritised by risk score (CVSS). Critical vulnerabilities are patched immediately (within hours); other severities are addressed based on risk-defined SLAs to quickly reduce the attack surface.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: We identify potential compromises through 24/7 Protective Monitoring using a centralized SIEM system that aggregates and correlates logs from all service layers. The SIEM uses pre-defined rules and behavioural analysis to detect suspicious activities. Upon detection, an automated alert triggers the Security Incident Response Team (SIRT). Response is rapid, typically initiating containment and investigation within minutes for high-severity alerts, following documented incident playbooks.
• 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 detailed pre-defined playbooks for technical, security, and service incidents. Users report incidents via the 24/7 support channels (in-app chat, phone, email) which escalate immediately. For major service incidents, updates are provided via a public status page. For security incidents affecting a buyer, the dedicated Account Team provides incident reports/post-mortems detailing the root cause, mitigation, and preventative actions taken after the investigation is complete.
• 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: Navan Travel is typically offered free of platform fees, and trials/demos are available for the full expense suite

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.