MINDERA UK LIMITED

Mindera Analytics and Business intelligence Solutions

Mindera helps public sector organisations use data for evidence-based decisions. We deliver analytics and business intelligence, from dashboards and reporting to advanced, predictive and machine-learning models. Our cloud-based services integrate secure data sources, meet governance standards, align insights to objectives, and include training, transparency, and regulatory compliance.

Features

• Data collection, processing, and preparation from multiple sources
• Descriptive and diagnostic analytics for performance insight
• Advanced analytics, including statistical analysis and modelling
• Predictive analytics and forecasting capabilities
• Machine learning to identify patterns and trends
• Design and delivery of dashboards, reports, and visualisations
• Secure data integration aligned with governance and quality standards
• Explainable and transparent analytical models for compliance
• Metrics definition aligned to organisational objectives
• User training, documentation, and knowledge transfer for adoption

Benefits

• Enables evidence-based decision making across the organisation
• Improves visibility of performance through clear dashboards and reports
• Supports better forecasting and future planning
• Identifies risks, trends, and opportunities early
• Optimises services and resource allocation
• Integrates data from multiple sources into a single view
• Ensures compliance with information governance and security standards
• Builds trust through transparent and explainable analytics
• Aligns insights directly to organisational objectives
• Increases internal capability through training and knowledge transfer

• Education pricing 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 mandy.finch@mindera.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

683710156851693

Contact

Mandy Finch
07538796404
mandy.finch@mindera.com

About your service

• Service categories:

  Application Development and Deployment

  Analytics and business intelligence

  • Business Intelligence
  • Advanced and predictive analytics
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Community cloud
  • Hybrid cloud
• Service constraints: No constraints due to working with buyer on a bespoke service, to meet the buyers needs.
• System requirements:
  • Internet access via a modern, standards-compliant web browser
  • Secure HTTPS connection using industry-standard TLS encryption
  • Role-based user access and authentication
  • UK-hosted cloud infrastructure meeting public sector security requirements
  • Ability to connect to common public sector data sources
  • Support for standard structured data formats
  • Support for geospatial and location-based data formats
  • Scalable cloud resources to manage changing data volumes
  • Data export in open, commonly used formats
  • Compliance with UK GDPR and data protection legislation

User support

• Email or online ticketing support: Yes, at extra cost
• Support response times: Customised based on client requirements all time and day options available at request
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: Yes
• Web chat support availability: 24 hours, 7 days a week
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: For a number of clients, including online services company we have run extensive testing of an AI assistive chat bot built around the specific buyers call centre operation linking this into the backend data bases and CRM systems. We ran this for a period of 6 months prior to formal release.
• Onsite support: Yes, at extra cost
• Support levels: Mindera provides flexible support levels to keep analytics and business intelligence services reliable, secure, and effective throughout their lifecycle, aligned to service criticality and operating hours.; Level 1: delivers day-to-day assistance during agreed business hours. It includes access to documentation and user guidance, a service desk for incidents and requests, and resolution of common queries, known issues, and basic dashboard or reporting problems. Response and resolution times are agreed through SLA’s.; Level 2: builds on Level 1 with deeper technical expertise. Covering investigation and resolution of data quality, performance, and integration issues, configuration changes, and minor enhancements to dashboards and reports. Enhanced Support may include extended hours, faster response and resolution times, proactive monitoring, and scheduled service review meetings. Where required, this level can also provide access to a named Technical Account Manager or Cloud Support Engineer to coordinate issues, changes, and optimisation.; Level 3: provides specialist expertise for complex or critical issues, including advanced analytics, machine learning and predictive models, root cause analysis, and performance optimisation. It also offers guidance on information governance, security, explainability, and regulatory compliance.; All support follows government best practice for security, data protection, and service management, with documentation and knowledge transfer to support self-sufficiency.
• Support available to third parties: Yes
• AI chatbot: Yes

Onboarding and offboarding

• Getting started: We help users use the analytics and business intelligence service through structured onboarding, training, documentation, and ongoing support. At the start of the service, we work with users to understand their objectives, data sources, and reporting requirements. We provide guided setup and configuration of dashboards, reports, and analytics tools, ensuring users can quickly access meaningful insights.; ; Users are supported through role-based training tailored to their needs, such as analysts, operational staff, and decision-makers. Training may include live sessions, workshops, and recorded materials, using real data where appropriate to build confidence and practical skills. Clear user documentation, including step-by-step guides, FAQs, and explanations of metrics and dashboards, enables users to self-serve and resolve common queries independently.; ; Ongoing support is available through a defined support channel, with clear response and resolution targets. We assist users with troubleshooting, performance issues, and adapting reports or dashboards as requirements evolve. Regular reviews and feedback sessions help ensure the service continues to meet user needs and delivers ongoing value.; ; The service is designed to be intuitive and accessible, enabling both technical and non-technical users to interpret analytics outputs and make informed decisions using data.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • ODF
  • PDF
• End-of-contract data extraction: We help users effectively use the analytics and business intelligence service through structured onboarding, training, documentation, and ongoing support, while ensuring they have clear visibility of service timelines, including the end date. During onboarding, users are guided through configuring dashboards, reports, and data connections, with role-based training tailored to analysts, decision-makers, and administrators. Training includes live sessions, workshops, and recorded tutorials using real data to build confidence and practical skills. Clear user documentation, step-by-step guides, FAQs, and explanations of metrics and dashboards enable self-service and independent problem-solving.; ; Users can determine the service end date directly through the service portal or dashboard, typically under account, subscription, or billing sections. Exporting metadata or reports in formats such as CSV, Excel, or PDF provides additional visibility, often including fields like SubscriptionEndDate or ContractEndDate. Advanced users can use APIs to retrieve subscription details programmatically. Notifications or emails from the service also provide official expiry information. If needed, the support team is available to confirm the end date.; ; This approach ensures users can confidently access, interpret, and act on analytics insights, while always knowing service timelines to plan renewals and maintain uninterrupted service.
• End-of-contract process: At the end of the contract, a structured process ensures continuity, data security, and minimal disruption, while noting areas where additional costs may apply. The service provider notifies users in advance of the contract expiry through the portal, email, or account manager, allowing time to plan next steps. Users may incur additional costs if they require extended access beyond the contract end date, assistance with data extraction or migration, or support for complex report or dashboard transfers.; ; Data retention and extraction processes are followed according to agreed terms. While basic data export is typically included, services such as custom formatting, large-volume data exports, or integration with third-party systems may attract additional fees. Users planning to migrate analytics to a new provider may also require consultancy or specialist support, which can incur further charges.; ; If the contract is renewed, standard terms apply, and services continue seamlessly. If the contract is not renewed, access is deactivated, and remaining data is securely archived or deleted. Support for data retention, extended access, or migration beyond standard provisions may be chargeable. Clear communication and guidance are provided throughout to ensure users understand timelines, responsibilities, and any potential costs at the end of the contract.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: Yes
• Compatible operating systems:
  • Android
  • IOS
  • Linux or Unix
  • MacOS
  • Windows
  • ChromeOS
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Every application is built and based on buyer's technical requirements and scope of project with a mirrored feature set. Functionality differentiators are typically the limitation the mobile operating system limitations, should there be any.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Fully customised based on buyer's requirement and scope of project
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Numerous projects have successfully been through conceptual and beta testing phases with various clients. Each engagement and project is unique so all design and development work is created as a bespoke solution and with a statement of work
• API: Yes
• What users can and can't do using the API: Fully customised based on buyers requirements tro ensure users can set up the services and make changes without limitations based on agreed scope
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • HTML
  • ODF
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: This is fully customised and agreed with the buyer based on project scope. Following approval all aspects of customisation are detailed within the project scope or statement of work

Scaling

• Independence of resources: All aspects of cloud management are agreed with buyers. Our analytics and business intelligence service is fully customised to each buyer, ensuring dedicated configurations and resource allocation. Compute, storage, and analytics workloads are provisioned independently per buyer, so performance is not affected by other users. Cloud architecture supports horizontal and vertical scaling, load balancing, and resource quotas tailored to buyer requirements. Monitoring identifies and resolves potential bottlenecks proactively. By combining resource isolation with bespoke configurations, buyers receive consistent, predictable performance even during peak demand or high-load events from other tenants. This ensures a reliable, scalable, and fully tailored service experience.

Analytics

• Service usage metrics: Yes
• Metrics types: This is fully customised and agreed with the buyers based on project scope. All aspects of metric capture and presentation are agreed with the client, approved commercially and drafted as a Statement of Work within the contract. ; Examples of what we cover and can include are active users and dashboard access; data metrics, such as volume processed and data quality; performance metrics like report load times and uptime; business intelligence metrics, including reports generated and KPIs used; support metrics, such as incident resolution times; and security metrics, including access changes and audit events, ensuring transparency and informed decision-making.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Reseller providing extra features and support
• Organisation whose services are being resold: ALL Commercially of the Shelf platforms, Adding features and Support

Staff security

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

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • 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 every 6 months
• Penetration testing approach: Another external penetration testing organisation
• 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: A third-party destruction service
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Degaussing
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Where buyer data is hosted in their own cloud environment, data export is not normally required, as the buyer retains continuous access to all data throughout the contract. Data remains within the buyer’s cloud tenancy in structured, commonly used, and machine-readable formats.; ; Where export is requested, Mindera supports the buyer to extract data using open and widely adopted formats appropriate to the data type, including analytical and geospatial datasets. Export methods will use secure, encrypted transfer mechanisms. The supplier will provide reasonable documentation to support reuse of exported data and ensure compliance with security, information governance, and G-Cloud 15 requirements.
• Data export formats:
  • CSV
  • ODF
• Data import formats:
  • CSV
  • ODF

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
  • Legacy SSL and TLS (under version 1.2)
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Legacy SSL and TLS (under version 1.2)

Availability and resilience

• Guaranteed availability: Mindera provides high availability through tiered service-level agreements (SLAs) defined for each engagement. The Standard SLA offers 99.9% monthly uptime; Enhanced provides 99.95% with multi-availability zone redundancy; Premium delivers 99.99% with regional failover. Coverage includes APIs, UI/orchestration endpoints, and scheduled job execution for components we operate in the buyer’s cloud. Exclusions include customer-initiated changes, third-party outages, force majeure, and scheduled maintenance limited to 60 minutes per month with 72 hours’ notice.; ; Availability is monitored every five minutes using synthetic probes and real-user monitoring. Uptime is calculated as one minus unavailable intervals divided by total intervals. Buyers receive real-time status dashboards, monthly SLA reports, and root-cause analyses for P1 incidents within five business days. Remedies are service credits applied to the next invoice: 10% for uptime 99.0–99.9%, 25% for 95.0–99.0%, and 50% for below 95.0%. For time-and-materials engagements, equivalent no-cost engineering hours are offered. Credits are capped at monthly fees and are not redeemable for cash. Claims must be submitted within 30 days; our telemetry is authoritative. SLA terms, monitoring, and remedies are fully customised, agreed with the client, and documented in the Statement of Work, aligned with project scope and contractual requirements.
• Approach to resilience: Mindera's approach to a fully resilient service is available on request which includes datacenter resilience
• Outage reporting: Mindera provides comprehensive outage reporting to ensure buyers have timely, clear, and actionable information about service availability. Each buyer receives access to a fully customised, per-tenant status dashboard or secure portal showing component and regional health, incident timelines, maintenance schedules, and historical uptime. Access is protected via SSO, with incident data also available through authenticated APIs and signed webhooks, including incident ID, severity, affected components, start time, estimated resolution, and remediation updates. Opt-in notifications can be delivered via email, SMS, Slack/Teams, or PagerDuty/Opsgenie, while maintenance notices are shared through calendar feeds. In-product banners highlight active incidents and link to runbooks and workarounds.; ; Our incident management process ensures initial P1 notifications within 15 minutes, updates at least every 30 minutes, preliminary root-cause analysis within 24 hours, and full post-incident analysis within five business days. All communications are timestamped, versioned, and audit-logged, with export options to SIEM via OTLP or syslog. Test alerts validate notification paths and on-call escalation procedures.; ; Incident history, postmortems, SLA impact summaries, and notifications are retained for 12 months. All processes, integrations, and notifications are fully customised to each buyer and documented in the Statement of Work, ensuring alignment with project scope, service criticality, and contractual requirements.

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)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: Mindera enforces strict access controls to protect buyer data and service integrity. Access to management interfaces and support channels is granted on a least-privilege basis, with role-based access control (RBAC) defining permissions for dashboards, data pipelines, CI/CD, and cloud environments. Multi-factor authentication (MFA) and single sign-on (SSO) secure administrative and support access. All access is logged, monitored, and audited, with regular reviews of accounts and permissions. Temporary or contractor access is time-bound and formally approved. These measures ensure secure, controlled, and fully auditable access aligned to buyer-specific requirements.
• 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)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • 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: User-defined
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: User-defined
• How long system logs are stored for: User-defined

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: Aligned to ISO27001 Mindera follows a comprehensive set of information security policies and processes to protect the confidentiality, integrity, and availability of buyer data. Our approach aligns with UK GDPR, public sector security expectations, and recognised industry best practice, applying security-by-design and risk-based controls throughout the service lifecycle.; ; Our policies cover information security governance, data classification and handling, identity and access management, encryption, secure development, vulnerability management, incident response, and business continuity. Policies are reviewed regularly and updated to reflect changes in legislation, threat landscapes, and technology.; ; Accountability for information security sits with senior management and supported by designated security leadership responsible for policy ownership, risk management, and compliance reporting. Clear reporting lines ensure security risks, incidents, and audit findings are escalated appropriately and addressed promptly. Delivery teams, engineers, and support staff have defined security responsibilities embedded into their roles and delivery processes.; ; We ensure policies are followed through mandatory security training, secure development practices, peer review, and automated controls such as access logging and monitoring. Regular assurance activities, including internal reviews and audits, validate compliance. Security incidents are managed through a formal incident response process, ensuring timely investigation, communication, and remediation in line with contractual and regulatory requirements.
• 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: Mindera aligns with ITIL process to structured configuration and change management processes to maintain stable and secure analytics and business intelligence services. All service components (applications, data pipelines, infrastructure configurations are tracked and versioned throughout their lifecycle using tools such as Git, Jira, and configuration management databases; ; Changes are assessed, approved, and implemented through a formal change process. Each change is reviewed for potential security impact, including effects on data protection, access controls, dependencies, and vulnerabilities. Changes are tested prior to deployment, with monitoring and automated rollback procedures in place to minimise risk and ensure service integrity
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Aligned with IS027001 and ITIL, Mindera follows a risk-based vulnerability management process protecting analytics and business intelligence services. Potential threats identified through continuous monitoring, automated vulnerability scanning, dependency analysis, and secure code reviews. Vulnerabilities are assessed based on severity, exploitability, and impact to buyer data and services.; ; Patches are prioritised by risk, with critical vulnerabilities addressed as soon as practicable, typically within hours/days. High and medium risks follow defined remediation timelines, with compensating controls applied where immediate patching is not possible.; ; Threat intelligence is sourced from vendor security advisories, cloud provider alerts, recognised vulnerability databases, and government-backed cyber security guidance.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Aligned with ISO27001 and ITIL, Mindera uses continuous protective monitoring to identify and respond to potential security compromises. Centralised logging and automated alerts monitor authentication, access activity, configuration changes, and data usage to detect anomalous behaviour.; ; When a potential compromise is identified, the incident response process is immediately triggered, including containment, investigation, and remediation actions. Incidents are assessed, prioritised by severity, and escalated through defined security reporting lines.; ; Critical security incidents are investigated within minutes of detection, with buyer notification and ongoing updates provided in line with agreed SLAs. Post-incident reviews are completed to strengthen controls and prevent recurrence.
• 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: Mindera operates a structured ITIL incident management process with pre-defined procedures for common operational and security events, including service outages, performance issues, data incidents, and security alerts. These processes define clear roles, escalation paths, and response actions.; ; Users report incidents through a dedicated service desk using agreed channels such as an online portal or email. Incidents are logged, prioritised, and managed in line with agreed SLAs, with regular status updates provided.; ; For significant incidents, formal incident reports are produced, including timelines, impact, root cause analysis, and corrective actions, and shared with buyers as part of service reporting.
• 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: Yes
• Connected networks:
  • Public Services Network (PSN)
  • Police National Network (PNN)
  • Joint Academic Network (JANET)
  • Scottish Wide Area Network (SWAN)
  • Health and Social Care Network (HSCN)

Pricing

• Discount for educational organisations: Yes
• 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: 0%
• Between £2,500,001 and £5,000,000: 0%
• Over £5,000,001: 0%

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: Yes
• Please provide your Cyber Essentials Certificate Number: 402331d9-1da0-4985-a90d-3d7b3560678d
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 4f0742cc-17f2-4962-a944-e3390666f88f
• 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 mandy.finch@mindera.com. Tell them what format you need. It will help if you say what assistive technology you use.