EMBER TECHNOLOGY LTD

Statamic Pro CMS & AI Safeguarding

A modern, headless CMS designed for future public communication strategies, enabling content to be delivered consistently across all digital channels. Includes embedded controls to manage generative AI risk, ensuring compliance with organisational Data and AI policies through bounded use, monitoring, human escalation, and safeguarding.

Features

• Modern headless CMS with integrated AI safeguarding and continuous monitoring
• Multi‑site, omni‑channel architecture for scalable public‑facing digital services
• Advanced search and accessibility features improving public user experience
• Intuitive publishing tools enabling non‑technical teams to manage content easily
• RBAC, MFA, and configurable workflows ensuring secure, controlled publishing
• Media library, multilingual support, forms, and automated best‑practice tooling
• API‑centric platform enabling seamless integration with CRM, payments, and services
• Policy‑aligned AI governance embedded across technical, operational, and process layers
• Automated escalation, bias detection, AI behaviour testing for safer outputs
• AI lifecycle performance auditing supporting risk management and compliance assurance

Benefits

• Faster publishing cycles with reduced dependency on technical teams
• Stronger governance and compliance across all digital content operations
• Improved public experience through faster, clearer, more accessible digital content
• Reduced organisational risk via continuous AI monitoring and safeguards
• Lower integration effort through API‑ready architecture and extensibility
• Increased confidence in AI outputs through bias detection and testing
• Streamlined multi‑site management with centralised control and consistency
• Enhanced security posture with RBAC, MFA, and controlled workflows
• Better decision‑making through transparent reporting and performance insights
• Future‑proof digital services with scalable, headless, policy‑aligned architecture

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 steven.wexelstein@ember.ltd. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

610784340454982

Contact

Steven Wexelstein
07875235377
steven.wexelstein@ember.ltd

About your service

• Service categories:

  Applications

  Production and operations

  • Other operations

  Service industry and public sector operations

  • Other
• 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: Can be linked to external systems including CRMs (SalesForce, Dynamics 365), Payment Services, Case Management Systems, BI Tools and Analytics, eMail Services, Transport data feeds, SSO and ID verification systems.
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: No constraints
• System requirements:
  • Accessed through a web browser
  • No system requirements solution is provided as a SaaS solution

User support

• Email or online ticketing support: Yes
• Support response times: Priority 1 (Critical Impact): Response within 1 business hour, and resolution within 3 business hours.; Priority 2 (Significant Impact): Response within 4 business hours, and resolution within 1 business day.; Priority 3 (Minimal Impact): Response within 1 business day, and resolution within 4 business days.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: No
• 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: We have undertaken accessibility-focused testing of web chat functionality within Zoho Desk as part of our wider service accessibility assurance activities. This has included testing web chat interactions using common assistive technologies such as screen readers (including NVDA and VoiceOver), keyboard-only navigation, browser zoom and high-contrast modes to ensure chat controls, message flows and notifications are perceivable, operable and understandable.; ; Testing has been carried out internally by trained staff familiar with WCAG 2.2 AA requirements, alongside feedback gathered during user research and support interactions with users who rely on assistive technologies. This has informed configuration choices within Zoho Desk, including chat trigger behaviour, focus order, readable labels, response timing and fallback routes to non-chat channels where required.
• Onsite support: Yes, at extra cost
• Support levels: Ember Technology Standard SLA:; Priority 1 (Critical Impact): Response within 1 business hour, and resolution within 3 business hours.; Priority 2 (Significant Impact): Response within 4 business hours, and resolution within 1 business day.; Priority 3 (Minimal Impact): Response within 1 business day, and resolution within 4 business days.; ; Pricing will be dependent on deployment model and we can clarify during the G-Cloud clarifications stage.; ; We will provide an Account Manager and a dedicated Support Manager
• Support available to third parties: Yes
• AI chatbot: Yes

Onboarding and offboarding

• Getting started: We help users start using the service through a structured onboarding and enablement approach designed to minimise effort and build confidence quickly. Onboarding begins with guided setup and configuration led by us, translating agreed objectives into a fully configured, branded and operational service.; ; Training is provided as part of onboarding and on an ongoing basis. This is typically delivered through online training sessions covering use of the content management system, workflows and reporting dashboards as well as the support ticketing process. Training is supported by clear user documentation and step-by-step guidance, enabling users to operate the service independently.; ; Refresher and new-starter training is available where teams change over time. For larger deployments or where required, in-person or onsite training can be provided by agreement. We also provide ongoing access to the service desk for support and guidance, ensuring users are supported beyond initial onboarding and can continue to use the service effectively as it evolves.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: At the end of the contract, users can extract their data through a structured off-boarding process. On request we can provide access to all client-owned data in standard, machine-readable formats such as CSV or JSON, covering content, configuration and reporting outputs generated through use of the service. Data extraction is supported by documentation and assistance where required. Once extraction is confirmed, remaining data is securely deleted in line with data protection legislation and our data sanitisation procedures.
• End-of-contract process: At the end of the contract we follow a structured off-boarding process to ensure an orderly and secure service closure. This includes confirmation of termination dates, agreement of an off-boarding plan, support for data extraction and controlled decommissioning of the client’s service instance. User access is withdrawn, integrations are disconnected and remaining client data is securely deleted in line with data protection legislation once extraction has been completed.; ; The contract price includes standard off-boarding activities, including coordination of the exit process, provision of client data in machine-readable formats, and secure service shutdown. Additional costs may apply where the client requests non-standard activities, such as extended data retention, bespoke data transformations, accelerated timescales or additional technical or transition support beyond the standard off-boarding process.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
  • Other
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The service provides a consistent core experience across desktop and mobile devices, with no loss of functionality between platforms. The primary difference is in presentation and interaction, with the mobile service optimised for smaller screens and touch-based use through a responsive design approach. Navigation, layouts and content are adapted to ensure usability, accessibility and performance on mobile devices, while desktop users benefit from wider layouts suited to larger screens and keyboard or mouse interaction. All features, data and support channels are available on both mobile and desktop.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: The service users interface with the application using a web browser.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: We've performed assistive testing with focus groups in Alpha and Beta and we audit the site using Accessibe.com. It has also been tested using : WAVE (Web Accessibility Evaluation Tool), Tenon, HTML_Sniffer and Lighthouse.
• API: No
• Customisation available: Yes
• Description of customisation: Users can customise the service by in their selection and application of AI to be used in the system and the Data and AI policies and governance procedures they wish to deploy, and the integrations required. ; ; Customisation is achieved through the configuration and deployment process whereby we support the safeguarded deployment of selected AI services and configure the CMS for the specific application.; ; More complex changes, such as workflow adaptations are implemented by us through an agreed change control process.; ; Customisation rights are role-based. We performs technical configuration and integration.

Scaling

• Independence of resources: We guarantee user independence through a combination of platform architecture, capacity management and operational controls. The service operates on a multi-tenant architecture with logical separation of client data, configuration and access, ensuring that no client has visibility of, or access to, another client’s resources. Core platform components are hosted on scalable cloud infrastructure with automated capacity management, allowing demand to be absorbed without degrading performance for other users. Usage is monitored continuously, with rate limiting and safeguards applied where appropriate to protect service stability. Capacity is reviewed regularly and scaled proactively.

Analytics

• Service usage metrics: Yes
• Metrics types: We provide a defined set of service metrics covering both performance and operational compliance. Quarterly performance metrics are reported against agreed objectives and KPIs, including engagement, engagement activity, usage patterns and behaviour change indicators, and are reviewed with the client as part of a structured performance review. In addition, we provide monthly operational service metrics covering platform availability, security monitoring, incident management, vulnerability management and accessibility compliance. These metrics provide assurance that the service is operating securely, reliably and in line with agreed standards, while also supporting continuous improvement through evidence-based review.
• 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: Baseline Personnel Security Standard (BPSS)

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: Complies with a recognised standard (for example CSA CCM version 4.0)
• 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 CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Physical access control, complying with another standard
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure

Data importing and exporting

• Data export approach: Users export their data through a managed data export process supported by our Support service. On request, client data is extracted from the service and provided in standard, machine-readable formats such as CSV or JSON, covering content, configuration and reporting data generated through use of the service. Exports are delivered securely and supported with guidance where required to ensure the data can be reused or transferred to alternative systems.
• Data export formats:
  • CSV
  • Other
• Other data export formats: JSON
• Data import formats:
  • CSV
  • Other
• Other data import formats: JSON

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: We guarantee a minimum service availability of 99% measured monthly, excluding planned maintenance. Availability is monitored continuously and reported as part of our service metrics. Where availability falls below the guaranteed level, service credits may be applied in line with the agreed Service Level Agreement within the Call-Off Contract. Service credits are applied as a proportionate refund against future charges rather than direct financial penalties, and the Call-Off Contract takes precedence in defining thresholds, remedies and exclusions.
• Approach to resilience: The service is designed for resilience using a cloud-native, containerised architecture hosted on Amazon Web Services (AWS). Application components are deployed as Docker containers and orchestrated using Amazon Elastic Container Service (ECS), allowing services to be distributed across multiple Availability Zones within a region.; ; Auto scaling is used to dynamically adjust capacity in response to demand and component health, ensuring continued performance and availability even during traffic spikes or partial failures. Stateless service design enables failed containers to be automatically replaced without user impact.; ; Data services use managed AWS components with built-in replication, backup and recovery. Continuous monitoring, health checks and automated alerting support rapid detection and response to incidents.; ; AWS datacentres provide resilient facilities with redundant power, networking and environmental controls. Additional architectural and recovery detail can be provided to buyers on request.
• Outage reporting: Service outages are managed and reported through defined operational and communication processes. Availability and incidents are monitored continuously, with outages logged and tracked via Ember’s service management system. Where an outage impacts users, affected customers are notified by email with details of the issue, expected impact and progress updates until resolution.; ; There is no public-facing status dashboard; outage information is communicated directly to customers to ensure accuracy and relevance. Incident and availability data can be provided through service reports and, where required, via structured data export or API access by agreement. Post-incident reports are issued for significant incidents as part of service review and continuous improvement.

Identity and authentication

• User authentication needed: Yes
• User 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
• Access restrictions in management interfaces and support channels: Access to management interfaces and support channels is restricted using role-based access control and the principle of least privilege. Only authorised personnel are granted access based on their role and responsibilities. Access is protected using strong authentication, including multi-factor authentication where available. Administrative and support access is logged and monitored, with regular reviews to ensure permissions remain appropriate. Customer access to support channels is limited to approved contacts, and actions taken through management interfaces and support systems are auditable.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)

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 operate a comprehensive set of information security policies and processes that are certified to ISO/IEC 27001 and Cyber Essentials Plus. These are supported by a formally implemented Information Security Management System (ISMS covering governance, risk management, access control, data protection, incident response, business continuity and supplier assurance.; ; Information security governance sits at senior management and board level. A designated Information Security Lead is responsible for maintaining the ISMS, overseeing risk assessments, managing incidents and reporting on security posture, compliance and improvement actions.; ; Compliance with policies is ensured through mandatory staff training, role-based access controls, documented operational procedures, continuous monitoring and regular internal audits. Independent external audits for ISO 27001 certification and Cyber Essentials Plus validation provide ongoing assurance that policies are followed and remain effective.
• 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: Configuration and change management follow defined, auditable processes aligned with recognised cloud security standards and AWS controls assessed against CSA CCM v4.0 and SSAE-18 / ISAE 3402. Service components are versioned and tracked throughout their lifecycle using source control, container registries and infrastructure configuration records, including Docker images and ECS task definitions. All changes follow a formal change control process and are assessed for technical, operational and security impact prior to approval. Security assessment includes data protection, access control and availability. Changes are logged, authorised and reviewed post-implementation.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: We operate a proactive vulnerability management process using automated scanning and continuous monitoring. Potential threats are assessed through regular vulnerability scans using Intruder.io and Nessus, with findings risk-rated based on severity, exploitability and potential impact. Remediation is prioritised accordingly, with critical vulnerabilities patched or mitigated as soon as practicable and typically within defined response times aligned to risk. Patch deployment is managed through controlled change processes. Threat intelligence is informed by scan results, vendor advisories, CVE databases and security bulletins from trusted sources, including cloud and software providers.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: We operate continuous protective monitoring across the service to identify potential security compromises. Monitoring includes log analysis, automated alerts, intrusion and vulnerability scanning, and infrastructure health monitoring within the AWS environment. Potential compromises are identified through alert thresholds, anomalous behaviour and security scan findings. When a potential compromise is detected, incidents are triaged immediately, containment actions are taken where required, and remediation is progressed in line with defined incident response procedures. Critical security incidents are responded to as a priority, with investigation and mitigation initiated as soon as detection occurs.
• 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 operate a defined incident management process with pre-defined procedures for common operational and security events. Incidents can be reported by users via the service desk, support portal or email and are triaged according to impact and severity. Incidents are tracked through to resolution with clear ownership and communication. For significant incidents, we provide formal incident reports detailing cause, impact, resolution actions and preventative measures, shared with affected customers as part of service review and continuous improvement.
• 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: 1%
• Between £500,001 and £1,000,000: 2%
• Between £1,000,001 and £2,500,000: 3%
• Between £2,500,001 and £5,000,000: 3%
• Over £5,000,001: 3%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Citation ISOCertification Limited
• ISO/IEC 27001 accreditation date: Monday 26 October 2020
• What the ISO/IEC 27001 doesn’t cover: Our ISO/IEC 27001 certification applies to the information security management system supporting software design and development and software delivered as a service. Activities, systems or environments outside this scope — such as buyer-managed infrastructure, customer-owned systems, end-user devices, on-premise environments, or third-party services not operated by Ember are not covered by the certification.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: Citation ISOCertification Limited
• ISO 9001 accreditation date: Wednesday 28 October 2020
• What the ISO 9001 doesn’t cover: Our ISO 9001 certification applies to the quality management system supporting software design and development and software delivered as a service. Activities, services or environments outside this scope — such as buyer-managed infrastructure, customer-owned systems, end-user devices, on-premise environments, or services not delivered as part of Ember’s software design, development or software-as-a-service offering are not covered by the certification.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 07cbc6a1-680a-465b-b421-44d5abb88f0b
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: F48cdf66-553a-4d54-9dc5-1f9dcd2b6d18
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • 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

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 steven.wexelstein@ember.ltd. Tell them what format you need. It will help if you say what assistive technology you use.