XBP EUROPE LIMITED

Outsourced Contact Centre as a Service with BPO

An outsourced cloud contact centre as a service, with optional associated back office and case management solutions that can be integrated into the overall CCaaS to automate workflow processes. Legacy inputs such as those that rely on paper can also be integrated through the deployment of cloud hosted IDP.

Features

• Messaging and customer support through Email, SMS, WhatsApp, Social Media
• Inbound/Outbound call handling
• Generative AI to inform on next best actions
• Full AI based chatbot technology
• Fully trained FTE, on-site/offsite or WFH
• Multilingual
• Real-time AI powered Analytics
• Payment processing - PCI Compliant
• Intelligent Document Processing (Document AI)

Benefits

• Savings on workspace, time and resources
• Service flexibility and elasticity
• Rapidly stand up new contact centre services and processes
• Excellent quality and customer service
• Access to the latest AI innovations

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 daren.williams@xbpeurope.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

693570412377455

Contact

Daren Williams
07960191798
daren.williams@xbpeurope.com

About your service

• Service categories:

  Applications

  Customer relationship management

  • Customer service
  • Contact centre
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: No
• System requirements: Google GCP

User support

• Email or online ticketing support: Yes
• Support response times: 24/7 global helpdesk, response times depend on priority. Typically within 2 hours.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AAA
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: No
• Onsite support: No
• Support levels: We provide three tiers of support services:; ; 1. Standard Support; Cost: Included (no additional charge); ; Service Desk support; 99.5% Platform Uptime SLA; UK Support Hours: 08:00-17:00, Monday-Friday; 90% of incoming calls answered within 20 seconds; 2. Premium Support; Cost: Starting at £2,500 per month; ; Service Desk with extended hours (08:00-20:00, Mon-Fri); Named Technical Account Manager; Named Customer Success Manager; Live Chat and Phone support; Monthly account reviews; 99.99% Uptime SLA; 3. Dedicated Support; Cost: Starting at £5,000 per month; ; 24/7/365 support; Dedicated Technical Account Manager; Dedicated Customer Success Manager; Fortnightly account reviews; 99.99% Uptime SLA; Bespoke support options; Technical Account Managers & Cloud Support Engineers; Yes, we provide both:; ; Technical Account Managers available in Premium and Dedicated tiers; Cloud Support Engineers at multiple levels with security clearance; 24x7 cloud environment support with email/ticketing and phone support; Service Level Agreements; Critical Incidents: 90% response within 15 minutes; High Severity: Response within 1 hour; Response times can be mutually agreed during contract signature
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Online training and documentation is provided. On-site training at further cost.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: All data is provided to customers via an agreed transfer method.
• End-of-contract process: Our exit management process ensures:; ; Orderly, controlled transition with defined roles and responsibilities; Minimal service disruptions during handover; Meet all SLA obligations through to final day; Complete data transfer according to specifications; What We Transfer; We provide comprehensive handover including:; ; System transfer: Hardware and software; Documentation: All manuals, procedures, and specifications; Technical assets: Data dictionary, source code developed exclusively for client; Project library: Business process manuals, service reports, audit reports; Transition support: Operational knowledge transfer, IT support, dual processing; ; Timeline; Project teams mobilise within 1 month of notification; Exit strategy defined within 2 months of notification; What's Included vs Additional Costs; Included in Contract Price; Platform hosting and license costs; Premises costs for all locations; Disaster recovery (IT + Operations); Data migration; Travel and accommodation expenses; ; Additional Costs; Professional services for customisation - billed separately; Bespoke support options - fees dependent on requirements; System refresh - required around years 5-6
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Access is provided through a web browser utilizing secure login credentials.

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: No
• Service interface: Yes
• User support accessibility: WCAG 2.2 AAA
• Description of service interface: Cloud accessed statistics through a web browser.
• Accessibility standards: WCAG 2.2 AAA
• Accessibility testing: All interfaces meet the required standards and have been tested with assistive technology users.
• API: No
• Customisation available: No

Scaling

• Independence of resources: We utilise the Google GCP platform, which is a highly scalable and has complete redundancy across multiple data centres.

Analytics

• Service usage metrics: Yes
• Metrics types: Key metrics include:; ; Operational Metrics: Built-in reports track contact center KPIs like Service Level Target (SLA), Average Handle Time, and Customer Satisfaction (CSAT) scores. APIs allow for granular data like IVR Time and Hold Time.; ; AI/Analytics Metrics: Conversational Insights offers advanced metrics through Quality AI evaluation, Sentiment Analysis, and Topic Modeling.; ; Financial Metrics: Standard Google Cloud Billing reports track pay-as-you-go consumption and costs for underlying AI services.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Security Clearance (SC)

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: Managed by a third party
• 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: A third-party destruction service
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: Manual Export; Dashboard Export: Click "Export to x" links for Excel reports; Report Generation: Generate filtered reports by date, products, users; Automated Export; File Formats: CSV, JSON, XML, Tab Delimited; Scheduling: Every 1-12 hours to client's SFTP server; API Export; RESTful API: JSON format with OAuth2.0 authentication; Real-time extraction capabilities; Advanced Options; Report Designer: Export to PDF, Word, Excel, CSV, HTML; Document-specific: Search results export with CSV/XML options; Users export via dashboard buttons, automated SFTP transfers, or API integrations.
• Data export formats:
  • CSV
  • ODF
  • Other
• Other data export formats:
  • Excel
  • PDF
• Data import formats: CSV

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: 99% uptime, outside of known scheduled releases and patching.
• Approach to resilience: Available on request.
• Outage reporting: Email alerts and an API.

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: Management Interface Access Least Privilege: Access limited to the minimum necessary. Hypervisor functions restricted by controls, including two-factor authentication, audit trails, IP filtering, firewalls, and TLS encryption.; ; Administrative Controls Enhanced Controls: Developer and administrator accesses use reinforced measures, including multifactor authentication, detailed logging, regular reviews, and duty segregation. Production access strictly controlled.; ; Support Channel Security Role-Based Access Control: Access granted based on business need. All requests tracked in TIMO system with audit trail. Security groups manage permissions; automatic removal when access is not required.; ; Ongoing Monitoring: Regular access reviews ensure rights remain appropriate.
• 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 receive audit information on a regular basis
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users receive audit information on a regular basis
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: No
• Security governance certified: Yes
• Security governance standards:
  • CSA CSM version 4.0
  • ISO/IEC 27001
• Information security policies and processes: Core Security Framework; We follow a comprehensive ISO 27001-based Information Security Management System (ISMS) with our foundation policy being the "ISP-00 Information Security Program Charter". All production sites are ISO 27001 certified.; ; Key Security Policies Include:; ISP-00 Information Security Program Charter; ISP-08 Risk Management Policy; ISP-11 Data Protection Policy; ISS-03 Incident Management Standard; ISP-17 Physical Security Policy; XBP-ISMS-A.5.2 Access Control Policy; ; Reporting Structure; CISO: Ramkrishna Roy (Ram Roy) serves as our designated Chief Information Security Officer Governance: Security roles and responsibilities are clearly documented with designated security manager leading coordination; ; Compliance Monitoring & Enforcement; Independent Audits: Regular compliance audits through independent audit function using ISMS Control Framework Centralized Logging: All logs are centralized and tamper-proof with cryptographic hash functions Access Control: Authorization management through TIMO support desk with documented audit trails Continuous Monitoring: Regular regulatory, technological, and environmental monitoring; ; Training & Awareness; Mandatory Training: All employees complete security awareness training within 30 days of hire and annually thereafter Role-Based Training: Function-specific training via internal Lynx platform monitored by HR Record Keeping: Training records maintained for audit requirements; ; Enforcement: Non-compliance results in disciplinary actions up to termination
• 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: Component Lifecycle Tracking Asset Management: Components tracked through Asset Management Standard. Each asset assigned an owner for lifecycle control. Assets classified by security needs.; ; TIMO: All changes tracked via the TIMO service application providing a complete audit trail. Components monitored from deployment through disposal.; ; Security Impact Assessment Change Management Control: Formal process via Change Management Control Standard includes:; ; Security impact assessments before implementation.; Formal approval requirements.; Segregated environment testing before production.; ; Authorisation Process: Changes follow IS policies covering impact assessments, risk evaluation, and testing validation.; ; Compliance: Regular audits ensure change management compliance. Segregation of duties enforced. Unauthorised changes trigger alerts.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Threat Assessment Comprehensive Scanning: Quarterly vulnerability scans across critical systems and annual penetration testing. Real-time monitoring via advanced tools/live dashboards. OWASP Top 10 awareness integrated into SDLC.; ; Patch Deployment Speed Rapid Response: 60% decrease in patch deployment time via automated processes. Patches assessed, tested, and applied via Patch Management Standard.; ; Threat Intelligence Sources Multiple Channels: NCSC, malware/anti-virus subscriptions, industry associations, specialist security forums, threat feeds, and intrusion detection systems.; ; Continuous Monitoring: End-to-end automation with a unified management console provides cyber hygiene scoring. Risk-based prioritisation achieves 70% improvement.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Compromise Detection Multi-layered Monitoring: IDS, anti-malware, and SIEM tools for real-time analysis. 24/7/365 security monitoring with automated anomaly detection. Dual-layer logging (application and network) with centralised, tamper-proof logs.; ; Response Actions Incident Management Framework: Formal response process including identification, reporting, assessment, and response. Automated alerts escalate security incidents per Incident Response Standard. Technical forensics and evidence collection for suspected incidents.; ; Response Times Rapid Response: Incidents reported within 24 hours maximum of discovery. Immediate notification for incidents affecting client systems. Daily automated reviews of security monitoring.; ; Continuous Improvement: Post-incident reviews and statistical reporting to management.
• 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: Pre-defined Processes Standardised Framework: Incident Response Standard with severity levels (Critical, High, Medium, Low). Automated workflows in TIMO allocate tasks, monitoring progress against set SLAs. Escalation procedures: Critical incidents require a 15-minute response, 2-hour resolution.; ; User Reporting Methods Multiple Channels: Users report via TIMO ticketing system, phone, email, or help desk contact. Simple ticket creation with minimal required fields. Real-time incident declaration accessible to any collaborator.; ; Incident Reports Comprehensive Reporting: Complete audit trail of all service request activities. Incident data supports steering committees and excellence reviews. Quality correspondents supervise resolution workflows to closure. Automated notifications and alerts for critical incidents.
• 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: 0%
• Between £2,500,001 and £5,000,000: 0%
• Over £5,000,001: 0%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: BSI
• ISO/IEC 27001 accreditation date: Wednesday 8 May 2024
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: BSI
• ISO 9001 accreditation date: Wednesday 20 November 2024
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 3ba37840-a85c-401e-87e8-9fa41ba642f2
• 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 daren.williams@xbpeurope.com. Tell them what format you need. It will help if you say what assistive technology you use.