FACULTY SCIENCE LIMITED

Signal Analysis, Signal Processing, Audio Analysis and Audio Processing

Our Signal and Audio Analysis service employs advanced techniques in signal processing and audio analysis. We extract insights from signals and audio data, enabling applications such as speech recognition, sound classification, and anomaly detection. Our expertise ensures accurate analysis for various industries, from telecommunications, defence to healthcare and beyond.

Features

• Sonar and UW signal analysis
• EW and radar signal analysis
• Automated speech recognition
• Counter-UAS

Benefits

• Data insights and interpretation for different levels of decision making
• Expert team of data scientists with mathematics and physics PhDs
• Detect anomalies efficiently, enhancing safety and security in operations.
• Advanced techniques ensure reliable signal processing and audio analysis
• Extract valuable insights for enhanced speech recognition and sound classification

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 commercial.operations@faculty.ai. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

589115568552240

Contact

Neil Smith
02071930738
commercial.operations@faculty.ai

About your service

• Service categories:

  Application Development and Deployment

  AI platforms

  AI life cycle

  • AI Build Software
  • Trustworthy AI Software

  AI software services

  • Anomaly Detection AI Software Services
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: Faculty are experienced working with infrastructure services provided by AWS, Azure, Google Cloud Platform, and other cloud suppliers
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Community cloud
  • Hybrid cloud
• Service constraints: Faculty is cloud agnostic and can work within the client's VPC or run independently outside client infrastructure. Maintenance arrangements are discussed and agreed with clients during the on-boarding process.
• System requirements: Faculty prioritises adapting our processes to meet specific client requirements.

User support

• Email or online ticketing support: Yes, at extra cost
• Support response times: Normally, support for cloud and deployed services is agreed on a contract-by-contract basis during mobilisation. Faculty provides technical support on the schedule of the UK workweek, Monday to Friday, 9-5. Post contract, we can offer a premium option for 24/7 support at an extra cost. For example, with a graduated response scheduling: Level 1 (fatal) issues (e.g. a large number of users prevented from working) have a response time of 1 hour. Level 2 (severe) issues have a response time of 4 hours, while Level 3 (medium) and Level 4 (minor) issues extend to 24 hours.
• 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, at an extra cost
• Web chat support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: None or don’t know
• How the web chat support is accessible: Support requests are typically managed through an agreed ticketing service rather than webchat functionality, however we are able to accommodate and provide web chat support at additional cost and, in such instances, specific accessibility requirements will be agreed upon with the client on a contract-by-contract basis. ; ; As standard, we build accessibility considerations into all of our services. For web chat support, the service is designed to be compatible with common assistive technologies, including screen readers and keyboard-only navigation, clear language and high contrast, ensuring every user can access help equally, regardless of ability
• Web chat accessibility testing: Not applicable, as we do not typically provide web chat support.
• Onsite support: Yes, at extra cost
• Support levels: Faculty provides technical support for our services on 24/5 basis as standard, with a premium option for 24/7 support. For our services, clients receive a dedicated Faculty Technical Manager to support the on-boarding process. After on-boarding, Customer Support Engineers can provide proactive support. By default, support is provided via phone and e-mail. Faculty provides a graduated response scheduling depending on the severity of the incident. Level 1 (fatal) issues (e.g. a large number of users prevented from working) have a response time of 1 hour. Level 2 (severe) issues have a response time of 4 hours, while Level 3 (medium) and Level 4 (minor) issues have a response time of 24 hours. Standard support is provided at no extra cost. Enhanced support options can be agreed on a case-by-case basis. Support for other cloud and deployed services is agreed on a case-by-case basis. Warranty: to be agreed with the buyer Support levels: - Starter: An account manager and online video calls with data scientists. - Enterprise: An account manager and on-premise data scientists and engineers.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: To help users start using the service, we provide a structured onboarding programme tailored to the department’s needs and operating context.; We begin with collaborative onboarding sessions to introduce the tool’s purpose, capabilities and governance, ensuring users understand how it supports their day-to-day work and complies with UK public sector standards. Where required, we deliver onsite training for key user groups, complemented by remote workshops to reach distributed teams efficiently.; We also offer role-based online training, including live webinars and recorded modules, so users can learn at their own pace and revisit content as needed. Comprehensive user documentation is supplied, covering setup, core workflows, good practice, and troubleshooting, written in clear, non-technical language.; To support adoption beyond initial launch, we provide hands-on guidance during early use, drop-in support sessions, and access to a helpdesk for technical or usage queries. Feedback from users is actively gathered and used to refine both the tool and supporting materials, helping teams build confidence quickly and embed the service into routine operations.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: The Client would send us a request for any data extraction or deletion, and we would execute upon this request.; ; All user data can be downloaded through an interface or requested from Faculty.; ; Our delivery teams will manage all projects after close and liase with clients on next steps around data extraction and deletion.; ; Faculty typically deploy within our clients infrastructure, so the data doesn't leave their secure network. In these cases no extraction is required.; ; If the solution is deployed in the public cloud then with the permission and direction of the client we will destroy client data 90 days after the end of the engagement.
• End-of-contract process: At the end of a contract, Faculty prioritises a clean exit and long-term sustainability. Because we deploy within your own infrastructure, your data typically remains in your secure network. To ensure the AI remains an asset rather than a liability, Faculty includes a formal handover process, transferring the necessary skills and documentation to your team so you can maintain the system independently.; ; The contract price typically covers the design, build, and initial implementation of the AI system.; ; Additional costs generally arise for:; ; Infrastructure & Compute: Third-party cloud resource fees or specialised hardware (e.g. GPUs).; Travel & Subsistence: Any necessary expenses for onsite visits or workshops.; Licensing: Third-party software or proprietary foundation model access fees.; Ongoing Support: Post-contract maintenance or major architectural upgrades beyond the initial scope.; Consultants & other experts: If required these personnel will be in addition to the cost.; ; VAT is always charged as an additional cost at the prevailing rate.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Faculty commits to inclusivity ensuring that all onboarding and offboarding documentation is availble and accessible to all users in digital formats that meet UK government accessibility standards, including WCAG 2.1 AA. We recognise that information density can be a barrier, so we prioritise clarity through both visual design and structural flexibility. Faculty will make our onboarding and offboarding documentation accessible via the following:; ; - Content is compatible with assistive technologies and uses clear structure, headings and plain English to aid comprehension. ; - Where helpful, we include diagrams and step-by-step guides, with alternative text provided for visual elements.; - Will provide high contrast fonts to aid users with low vision; - Default use of viridis (colour map suitable for individuals with colourblindness); - Customisable font size; - Other as agreed with the client; if requested to accessibility standards

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: We can produce AI powered products that work on mobile and tablet devices according to the needs of the client. Differences between mobile and desktop will be defined during discovery. The intention is to deliver a consistent core experience across devices, with responsive design adapting layout, interaction patterns, and performance to suit different screen sizes and input methods. Any differences will be driven by user needs, accessibility requirements, and technical constraints identified through research and testing, rather than by platform alone.
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: When service interfaces are built, they are designed to be entirely bespoke to specific client and project requirements, and will be made accessible through any modern browser.
• Accessibility standards: None or don’t know
• Description of accessibility: Our services are designed to be entirely bespoke to project and client requirements, with specific accessibility requirements agreed on a contract-by-contract basis. ; ; Users can interact with core functionality through the user interface and APIs. Where visual elements are used, they are designed to be perceivable and operable using assistive technologies, ; high contrast fonts, default use of viridis, customisable font size, and any other requirements as agreed with the client.
• Accessibility testing: Faculty has not yet undergone formal usability testing with users of assistive technologies, however where required by customers, we are able to work collaboratively to identify accessibility requirements and prioritise improvements as part of service evolution. We are also happy to deliver interface testing on any of our custom builds, as required by our clients.
• API: Yes
• What users can and can't do using the API: Faculty's use of API varies depending on the project and individual client requirements. Faculty can build bespoke API service where users will be capable of programmatically managing the lifecycle of machine learning models and integrating AI functionality directly into external applications. Examples of potential API can include:; ; Set and modification:; User Authentication: Implements secure access control via API keys or OAuth, ensuring only authorised entities can trigger models or access sensitive data.; ; Document Ingestion/Upload: Automates the flow of data into the platform, supporting various file formats for processing.; ; Document Management: Provides tools for organising, versioning, and deleting stored assets, maintaining a clean and compliant data lake.; ; Limitations; LLM Accuracy: Commonly with generative systems outputs may contain "hallucinations" or biases. Users must implement validation layers and "human-in-the-loop" checks for critical tasks.; ; Rate Limits: To ensure platform stability, the API enforces caps on the number of requests per second/minute. Developers should implement exponential backoff strategies to handle these constraints.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • HTML
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Faculty specialises in the design, build and implementation of custom AI systems. Therefore, customisation is possible aligned to client needs.; ; What can be customised:; Rather than offering a standard, one-size-fits-all product, Faculty provides a bespoke service where every element of the system can be adjusted. This level of customisation ensures that the AI is built to align perfectly with the client’s unique operational goals, security standards, and existing technical infrastructure.; ; How/ who can customise:; Customisation is entirely flexible and is carried out based on the specific needs agreed upon with the client. Faculty will oversee the entire build and implement specialised features. This collaborative approach means that the final implementation is a purpose-built solution, designed to solve complex problems through expert design and rigorous implementation standards, ensuring it delivers maximum value to the client.

Scaling

• Independence of resources: We leverage different tools and technology to ensure users aren't affected by the demand other users potentially can create on our service.; ; Resource Isolation:; Rate limiting: Set per-user limits on requests, preventing single user from taking up too much resources; Resource quota: Allocate dedicated compute or memory, user operate within their allowed quota regardless of what others do.; Queues: For tasks which are not super time-sensitive, a queue could be implemented.; Infrastructure:; Auto-scaling: The infrastructure we choose scales up when the demand is high, and scales-down during off-peak hours to save cost.; ; Load Balancing: Distribute requests across multiple services intelligently

Analytics

• Service usage metrics: Yes
• Metrics types: The service we provide is fully customisable and we will work closely with clients to develop the relevant metrics for their needs. The designated way in which to provide service metrics is product dependant. The "Reporting Types" are indicative and may vary per service/product.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

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)
• User control over data storage and processing locations: Yes
• Datacentre security standards: Supplier-defined controls
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest:
  • Physical access control, complying with 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 importing and exporting

• Data export approach: Users can export their data directly through the Faculty's user interface or request it from Faculty.
• Data export formats:
  • CSV
  • ODF
• Data import formats:
  • CSV
  • ODF

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: Faculty agrees market-standard SLAs with customers on a per-contract basis. These tailored agreements typically define:; ; - Availability Guarantees: Custom uptime targets based on the criticality of the specific deployment.; ; - Response and Resolution Times: Tiered support response times (Priority 1–4) mapped to the buyer’s internal escalation paths.; ; - Maintenance: Proactive notification for planned downtime to minimise operational impact.
• Approach to resilience: Available upon request.
• Outage reporting: Service outages are reported via email alerts. ; ; Faculty are fully capable of integrating with whatever a client requires, although this will carry further costs.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
• Access restrictions in management interfaces and support channels: Faculty administrator access to the servers hosting Faculty services is permitted only by public key based SSH, with password authenticated access prohibited by the server configuration. Faculty administrators' private SSH keys are not shared, and are stored on computers in the administrators' physical possession and which use full disk encryption. Repeated failed SSH login attempts to a single server cause the host attempting to login to be blocked at the firewall level, mitigating brute force attacks.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password

Audit information for users

• Access to user activity audit information: Users contact the support team to get audit information
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users contact the support team to get 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: We align to ISO27001:2022 including all relevant policies and processes, which include: ; ; Access Control Policy,; Asset Management Policy,; Business Continuity and Disaster Recovery Plan,; Code of Conduct,; Cryptography Policy,; Data Management Policy,; Human Resource Security, ; Incident Response Plan,; Information Security Policy,; Information Security Roles and Responsibilities,; Operations Security Policy,; Physical Security Policy,; Privacy Policy,; Risk Management Policy,; Secure Development Policy,; Third-Party Management Policy,; ; We enforce policy adherence by embedding core standards directly into employee contracts, establishing clear legal accountability from the start. We maintain a proactive compliance culture through mandatory training sessions and accessible E-learning modules on our intranet. This is supported by a robust reporting structure featuring recurring tracking and board reviews to ensure every team member remains informed, compliant, and accountable.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: We utilise a CI/CD pipeline where all infrastructure and application components are managed as code, providing a full versioned history of every asset’s lifetime.; ; We incorporate the client's security preferences into our design and always try to tightly follow the least privilege principle. Consequently, Security Impact Assessments are integrated via automated vulnerability scanning and mandatory peer reviews to prevent unauthorised or breaking changes. All changes require successful passing of automated unit and integration tests in a staging environment before being promoted to production, ensuring reliability and accountability at every stage.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We identify potential threats to Faculty systems through a combination of external penetration testing, internal vulnerability management (where applicable), weekly patching of servers, and following best practices relating to data security. We subscribe to information security mailing lists for security updates and use external providers to keep us informed.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Faculty's infrastructure has a suite of automated tools that monitor and alert on user and application behaviour. All alerts get escalated to the engineering support team.; ; We classify alerts into 3 severity categories.; ; - Severity 1: Direct impact to the reputation of Faculty or its clients. 1 hour response time.; - Severity 2: Potential downtime for a subset of users. 24 hour response time.; - Severity 3: No direct impact on users. 2 business day response time.
• Incident management type: Supplier-defined controls
• Incident management approach: Faculty has a robust incident management procedure thats reviewed/tested at least annually.; ; We have considerable technical controls to ensure that incidents don’t take place, however if they do; our team is trained on how to raise incidents, incidents are raised to a central incident management team who will triage the incident directly, with support from impacted individuals and delivery teams. RCAs and lesson learned processes are undertake for all major incidents and often for minor incidents also. Faculty’s central administration team is capable of taking remedial action across the Faculty estate ensuring if incidents do happen, the impact remains low.
• 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: 0%
• Between £500,001 and £1,000,000: 0%
• Between £1,000,001 and £2,500,000: 3%
• Between £2,500,001 and £5,000,000: 5%
• Over £5,000,001: 8%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Alcumus ISOQAR
• ISO/IEC 27001 accreditation date: Monday 1 July 2024
• What the ISO/IEC 27001 doesn’t cover: Faculty Science Limited operates a fully scoped ISO27001:2022 Statement of Applicability
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: Alcumus ISOQAR
• ISO 9001 accreditation date: Thursday 15 January 2026
• What the ISO 9001 doesn’t cover: The certificate covers Faculty Science Limited’s professional services, including AI strategy consulting and custom AI solution development. Exclusions include product lines and activities outside this scope (e.g. Frontier product development and training/capability-building services), as documented in the QMS scope.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: Cdcd42b8-f296-426f-908e-ffa674092570
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: A69d605c-6326-42bf-9dba-df264da8f6c6
• 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 commercial.operations@faculty.ai. Tell them what format you need. It will help if you say what assistive technology you use.