JUICY MEDIA LIMITED

Applications - Marketing Automation, Email and CRM

This service provides end to end support for public sector organisations seeking to modernise and optimise their marketing communications, CRM systems, user data processes, and digital engagement channels across cloud platforms.
Our offering aligns fully to the G-Cloud-15 Cloud Support lot and integrates with the standards, controls and delivery patterns.

Features

• End‑to‑end CRM implementation improving data
• Multi‑channel communication-management across email, SMS, WhatsApp and Gov Notify.
• Advanced-marketing-automation for nurture journeys, segmentation and personalisation.
• Robust user‑data-strategy supporting GDPR compliance
• Salesforce, HubSpot, Dynamics and Mailchimp-integrations, seamless omni‑channel-operations.
• Comprehensive QA-testing ensuring performance, accessibility, functionality, reliability.
• Cloud‑aligned-architecture built on SaaS platforms with scalable integration
• Security-assurance following NCSC principles, risk assessments, IAM reviews
• Custom-middleware, API engineering connecting CRM, CMS
• Service-management with KPIs, monthly reviews, optimisation roadmaps

Benefits

• Streamline CRM workflows to improve productivity across public- sector teams
• Automate routine marketing tasks to reduce workload, increasing operational efficiency.
• Capture cleaner user data to strengthen decisions, improve service targeting.
• Unify communication channels to coordinate campaigns consistently across multiple platforms.
• Deliver personalised messages that enhance engagement and improve citizen outcomes.
• Integrate systems seamlessly to eliminate manual processes and accelerate workflows.
• Monitor campaign performance instantly to adapt strategies and optimise engagement.
• Strengthen data governance, ensuring compliance and protect sensitive information.
• Leverage automation rules to manage fatigued contacts, improving audience health.
• Simplify cross team collaboration using shared dashboards, improving transparency, coordination.

• Education pricing available
• Free trial available

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at adam.smethurst@juicymedia.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

695707372996003

Contact

Adam Smethurst
0161 464 9252
adam.smethurst@juicymedia.co.uk

About your service

• Service categories:

  Applications

  Customer relationship management

  • Marketing campaign management
  • Sales force productivity and management
  • Customer service

  Advertising

  • Advertising Placement
  • Advertising Measurement
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: These marketing, CRM and digital‑engagement services extend your wider G‑Cloud 15 capabilities, including Cloud Support, Migration, Security Services, Quality Assurance, Ongoing Support and Service Management. They build on established functions such as cloud governance, incident management, user training and optimisation frameworks to deliver integrated, end‑to‑end public‑sector transformation
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Community cloud
  • Hybrid cloud
• Service constraints: Planned maintenance windows are required for releases, dependency updates, and security patching (typically out of hours). Some capabilities depend on device/browser support: offline mode and push notifications vary by platform (for example iOS/Android differences) and may require user permissions. Native device features (camera, biometrics, background services) can be limited in PWAs versus fully native apps. Integrations rely on third-party APIs, licences, rate limits, and availability. Performance depends on hosting capacity, data volumes, and network conditions. App store distribution (if required) depends on Apple/Google review processes and buyer developer accounts.
• System requirements:
  • Modern browsers: Chrome, Edge, Firefox, Safari supported versions.
  • HTTPS/TLS enabled domain and valid certificates for all environments.
  • Buyer access to required APIs, test data, and documentation.
  • Identity provider access for SSO/MFA (e.g., Entra, Okta).
  • Source control access (GitHub/GitLab) for code and CI/CD.

User support

• Email or online ticketing support: Yes
• Support response times: Standard support is Monday–Friday (UK business hours) with responses within 1 business day. For Priority 1 incidents (service outage, security event, critical user impact), we acknowledge and begin triage within 4 hours during business hours. Weekend cover is available by prior agreement for priority incidents; otherwise, requests received on Saturday/Sunday are responded to on the next business day.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• 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: We provide web chat support and have tested the chat interface with assistive technology to confirm it’s usable without a mouse and works with common screen readers. Testing includes: Keyboard-only navigation (tab order, visible focus, focus trapping in chat widget) Screen readers: spot-checks with NVDA (Windows) and VoiceOver (macOS/iOS) ARIA and semantics: control names, message regions, new-message announcements, error states Zoom/reflow at 200%+ and mobile responsiveness Colour contrast and high-contrast mode checks where supported Any accessibility issues found are logged as defects and re-tested before release. Where buyers require it, we can also run moderated testing with assistive technology users (screen reader and keyboard-only users) and capture outcomes as UAT acceptance criteria.
• Onsite support: Yes
• Support levels: Level 1 – Standard (included with warranty / optional retainer); Mon–Fri UK business hours. Response within 1 business day. Covers incident triage, bug fixes, minor enhancements, and routine advice. Includes a named account manager.; ; Level 2 – Enhanced (extra cost); Faster response targets plus proactive maintenance: dependency updates, security patching, performance checks, monitoring/alert tuning, and scheduled release windows. Includes a Technical Account Manager (TAM) and access to a cloud support engineer/dev for escalations.; ; Level 3 – Critical / Extended Hours (extra cost); For business-critical services needing out-of-hours cover. Agreed SLAs for evenings/weekends, monitoring and alerting, incident communications, and on-call engineer rota. Includes TAM plus on-call cloud support engineer.; ; Costs: priced as a monthly retainer based on hosting model, integrations, data sensitivity, and SLA/coverage required. We provide a fixed monthly price per level after onboarding and service scoping.
• Support available to third parties: Yes
• AI chatbot: Yes

Onboarding and offboarding

• Getting started: We onboard users through a structured implementation and handover.; ; Kick-off and discovery: confirm goals, users, data, integrations, and success measures.; ; Environment setup: provision dev/test/staging/production, configure domains, HTTPS, email, monitoring, and access controls (SSO/MFA/roles).; ; Configuration and data onboarding: set up reference data, workflows, and imports; validate mappings and permissions.; ; Training: role-based training delivered online as standard (onsite by arrangement) covering daily tasks, admin functions, reporting, and support escalation.; ; Documentation: user guides, admin runbooks, API documentation (OpenAPI/Swagger), release notes, and an operations handbook (monitoring, backups, DR, incident process).; ; Go-live support: launch checklist, monitored release, hypercare period, and a defined route into support via ticketing/email with clear priorities.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • ODF
  • PDF
• End-of-contract data extraction: At contract end, users retain full ownership of their application data and can extract it using standard, documented methods.; ; Database export: we provide exports from the primary database (for example MySQL/PostgreSQL) using native dump tools or managed service export features, supplied in agreed formats and securely transferred.; ; File/object storage: all files stored in object storage (S3-compatible) can be exported as an archive or transferred bucket-to-bucket, including metadata where required.; ; API export: where relevant, we provide API-based exports (CSV/JSON) for key datasets and reports, matching the service’s data model.; ; Configuration and code: we hand over repositories (or packaged source), environment configuration documentation, infrastructure-as-code (where included), and runbooks.; ; Offboarding: we agree a transition plan, support handover to the buyer or successor supplier, rotate/revoke credentials, and remove our access.; ; Any third-party systems remain under the buyer’s control and are exported from those platforms as needed.
• End-of-contract process: At contract end we run a structured offboarding to ensure a secure, orderly exit. We agree an exit timetable, review open tickets and outstanding changes, and complete a final service review covering stability, risks, and dependencies. We then complete data extraction (database/files), provide handover documentation (architecture, runbooks, API docs, release history), transfer repositories and assets, and revoke our access (accounts, keys, CI/CD tokens). We confirm completion in writing and close the contract.; ; Included in the contract price: standard offboarding coordination, provision of existing documentation and repositories, access removal, and reasonable assistance to export data from systems we operate as part of the service.; ; Additional cost: new development or change requests during exit, complex bespoke data transforms/reports, extended transition support beyond the included period, out-of-hours work, third-party licence/hosting costs, and additional onboarding support for a new supplier if substantial workshops or reconfiguration are required.
• 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: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Mobile uses a touch-first, responsive layout with simplified navigation, larger controls, and optional PWA installation (home screen icon, full-screen mode). It prioritises on-the-go tasks such as quick updates, approvals, form entry, photo capture, and offline use with background sync when connectivity returns. Desktop provides a fuller workspace for complex workflows: bulk actions, multi-panel views, detailed reporting, data administration, and longer-form editing. Some features vary by OS/browser (for example push notifications and background behaviour) and require user permissions on mobile.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: The service interface is a responsive web application and/or installable PWA, accessed through a browser with optional home-screen installation. Users interact with role-based dashboards, task lists, forms, searchable records, and status views. Admin users access configuration screens for users/roles, workflow settings, integrations, and reporting. The interface supports accessible components, keyboard navigation, and assistive technologies, with secure sign-in (SSO/MFA options). Where required, we provide real-time views (for example live job status) and notifications, plus offline-friendly screens that clearly show sync state and any errors.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: We test PWA/app interfaces with assistive technology users through moderated remote sessions and structured accessibility QA. Testing covers keyboard-only navigation, focus order and visibility, skip links, and modal/dialog behaviour. We test with screen readers (NVDA and JAWS on Windows; VoiceOver on macOS/iOS; TalkBack on Android), screen magnification and reflow at 200–400% zoom, high-contrast/forced-colours modes, and speech input (for example Dragon).; ; We validate key journeys such as sign-in with SSO/MFA, navigating dashboards and task lists, completing forms, uploading photos/files, using search and filters, receiving notifications, and working offline/online with clear status messaging. Issues are logged with reproducible steps and WCAG mapping, prioritised, fixed, and retested. Common improvements include clearer labels and instructions, consistent error handling, predictable focus management after actions, accessible status announcements (live regions), and ensuring touch targets and spacing work well for mobile accessibility.
• API: Yes
• What users can and can't do using the API: Users can use our APIs (typically REST and/or GraphQL) to create, read, update and delete business data (for example jobs, cases, forms, media metadata), query reference data, and trigger workflow actions (submit, approve, assign, complete). APIs can support bulk import/export, integrations, and automation, and can return audit-friendly metadata (timestamps, user IDs, status history).; ; Setup via API: we can bootstrap tenant configuration such as reference lists, teams, roles, permissions, and initial datasets using secured admin endpoints and scripted deployments.; ; Changes via API: authorised clients can update records, upload files (usually via pre-signed URLs), change statuses, and retrieve reporting feeds/events.; ; Limitations: infrastructure setup (hosting, databases, networking, secrets, WAF/CDN) is managed through IaC/DevOps tooling, not public API calls. High-risk actions (user admin, permission changes, destructive operations) are restricted to admin roles and may be disabled in production. API access is authenticated (OAuth2/OIDC), least-privilege scoped, rate-limited, logged, and limited to HTTPS only.
• 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: Users can customise:; ; Branding and UI: colours, typography, logos, navigation, page layouts, components.; ; Workflows and data: forms, fields, validation rules, statuses, approvals, notifications.; ; Access and security: roles, permissions, SSO/MFA options, session policies.; ; Integrations: API connections, webhooks, analytics events, third-party services.; ; Operational behaviour: dashboards, reports, search/filter presets, feature toggles.; ; How users customise:; ; Through admin screens (where provided) for roles, workflows, forms, and settings.; ; Through configuration files or feature flags managed in version control.; ; Through API-driven configuration for reference data and automation.; ; Through supplier-led changes for deeper UI, integration, or security updates, delivered via controlled CI/CD and change management.; ; Who can customise:; ; End users: personal preferences (where enabled) such as saved filters.; ; Buyer administrators: roles, teams, workflows, forms, and reporting settings.; ; Supplier engineers (and approved buyer technical staff): code, integrations, infrastructure, and security configuration, with approvals and audit trails.

Scaling

• Independence of resources: We avoid “noisy neighbour” impacts through tenant isolation and controlled resource allocation. Each buyer is deployed into segregated environments (separate app instances, databases/schemas, storage, credentials, and configuration). Where infrastructure is shared (for example managed Kubernetes or queue clusters), we enforce per-tenant quotas, rate limiting, and separate queues/workers to prevent one tenant consuming capacity. Autoscaling, caching, and load balancing absorb demand spikes, while monitoring alerts on saturation (CPU, memory, DB connections, queue depth). We also schedule releases per tenant and use performance testing to validate capacity before major changes.

Analytics

• Service usage metrics: Yes
• Metrics types: We provide service metrics covering: active users, login rates, feature usage, transaction volumes, API request counts/latency, error rates, queue throughput and backlog, database performance (slow queries, connections), cache hit rates, and uptime. We also provide operational metrics: ticket volumes, response/resolution times, incident trends, release frequency, and change success rate. Where required, dashboards can be shared and scheduled reports exported (CSV/PDF) to support governance, capacity planning, and audit needs.
• Reporting types:
  • 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: GOV NOTIFY, HUBSPOT, MAILER LITE, MS DYNAMICS, MAILCHIMP

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Developed Vetting (DV)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: Yes
• Datacentre security standards: Supplier-defined controls
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest:
  • Physical access control, complying with another standard
  • Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Users export data using database exports (MySQL/PostgreSQL dump or managed-service export), API exports (CSV/JSON from documented endpoints), and file exports from object storage (archive download or bucket transfer). We can also provide scheduled export jobs for key datasets and reports where required. Exports are delivered securely (encrypted archive, secure transfer link, or direct cloud-to-cloud transfer) with accompanying data dictionaries and schema notes so the buyer can re-import or analyse the data outside the service.
• 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:
  • 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: For managed (supplier-hosted) applications, we guarantee 99.8% monthly availability for the production application endpoints, excluding pre-notified planned maintenance and force majeure. Availability is measured using external monitoring against key URLs/APIs at regular intervals.; ; Service credits if we miss 99.8% (managed service only):; ; 99.0%–99.89%: 5% credit of that month’s hosting/support fee; ; 98.0%–98.99%: 10% credit; ; <98.0%: 25% credit; Credits are applied to the next invoice (not cash refunds).; ; If the buyer hosts the service in their own environment (public cloud, private cloud, or on-prem), infrastructure availability is controlled by the buyer and/or their cloud provider, so we do not guarantee end-to-end uptime. In those cases we provide SLAs for support response and incident handling, and we work with the buyer to restore service within agreed priorities.
• Approach to resilience: Our App/PWA service is designed for resilience through layered architecture, automated recovery, and operational controls. We deploy into resilient cloud datacentres with redundant power, cooling and network connectivity (provider assurance details available on request). Production environments can use multi-AZ patterns: load-balanced application tier, managed database with replication, and resilient object storage for files.; ; We implement encrypted automated backups with defined retention and regular restore tests, plus infrastructure-as-code and version-controlled deployments to enable repeatable rebuilds. Monitoring and alerting covers availability, latency, error rates, capacity and security events, enabling rapid detection and response. We use rate limiting/WAF rules and caching/CDN to absorb traffic spikes. Application-level resilience includes retries, idempotent APIs, graceful degradation, and optional background queues for long-running tasks. PWAs can continue key tasks offline with local caching and background sync when connectivity returns. For higher criticality, we can add cross-region backups and disaster recovery runbooks with agreed RTO/RPO.
• Outage reporting: Outages are reported through a mix of status visibility and direct notifications:; ; Public dashboard: For managed services, we provide a service status page (or a shared dashboard link) showing current status and recent incidents. If the service is hosted in the buyer’s environment, we reference the buyer/cloud provider status pages alongside our incident updates.; ; API: Where required, we expose a simple health/status endpoint (for example /health and /status) that returns uptime state and dependency checks (database, queue, cache). This can be consumed by the buyer’s monitoring tools.; ; Email alerts: For Priority incidents we email nominated contacts with time-stamped updates (acknowledgement, impact, mitigation, resolution). Updates are also posted to the incident ticket.; ; Optional integrations: Alerts can be routed to Teams/Slack and monitoring platforms via webhooks, by agreement.

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 is restricted using role-based access control and least privilege across the application admin interface, hosting consoles, CI/CD, and our ticketing portal. MFA is enforced for all privileged accounts, with SSO/identity federation where available. Access is granted only to named users, reviewed regularly, and removed immediately on leaver/change requests. Production access is limited to authorised engineers, time-bound where possible, and all actions are logged. Support channels are restricted to approved buyer contacts; tickets are scoped per customer and cannot be viewed cross-tenant. Sensitive actions (data export, permission changes, secrets) require elevated roles and approval.
• 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)
  • 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: At least 12 months
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: We operate an ISO/IEC 27001-aligned information security management system (ISMS) with board-level accountability. A named board director is responsible for security governance across all services, supported by operational security and engineering leads.; ; Policies and processes followed: access control and MFA, identity and least privilege, secure development and change control, vulnerability and patch management, incident response and breach reporting, supplier/third-party risk management, asset and configuration management, data classification and handling, encryption and key management, backup/restore and DR, logging and monitoring, and secure disposal/offboarding.; ; Reporting structure: security events are logged and triaged via the ticketing system with severity-based escalation to the security lead and board sponsor. We maintain time-bound incident communications and post-incident reviews with corrective actions.; ; Assurance: onboarding and annual refresher training, periodic access reviews, peer review for changes, audit trails in tickets and source control, regular scanning and external penetration testing, and management reviews tracking risks, KPIs, and continuous improvement actions.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Service components (application code, dependencies, infrastructure, configurations, secrets, and environments) are tracked through their lifecycle using version control, infrastructure-as-code, and a configuration register linked to tickets and releases. All changes follow request–review–approve–implement–test–release controls with peer review, CI checks, and documented rollback. Security impact is assessed at triage and pre-release: data access, authentication/authorisation changes, dependency risk, exposure, logging, encryption, and secret handling. Higher-risk changes require additional testing (including security testing) and explicit approval. Post-release we verify health metrics, monitor alerts, and retain full audit trails in the ticketing and source control systems.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We assess threats through dependency and container scanning, code review, attack-surface reviews (auth, APIs, data flows), and monitoring of logs/WAF alerts. Findings are triaged by severity, exploitability, exposure (internet-facing, privileged paths), and data sensitivity, then tracked to remediation. Patch targets: critical within 24–72 hours, high within 5–10 working days, medium/low in scheduled maintenance windows. Changes are tested in staging with rollback plans before production release. Intelligence sources include vendor advisories (framework/browser libraries), CVE/NVD feeds, NCSC guidance, cloud provider notices, and security tooling alerts.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We identify compromise indicators using centralised logs and alerts across authentication (SSO/MFA), admin actions, API usage, WAF/firewall events, and infrastructure metrics (anomalous logins, privilege changes, suspicious requests, data export spikes, error-rate and latency anomalies). Alerts create Priority incident tickets and notify on-call staff. We respond by triaging severity, containing access (token/key rotation, session revocation, IP blocks), preserving evidence (logs, timestamps), and applying mitigations or rollback. For confirmed incidents we follow a documented process with customer updates and a post-incident report. P1 acknowledged within 4 hours (business hours); otherwise next business day; extended cover by agreement.
• 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 documented incident response process with playbooks for common events (service outage, failed deployment, database/storage incident, security alert, suspected account compromise, integration failure). Users report incidents via our ticketing portal or email; Priority 1 issues can be escalated by phone. Each incident is logged, severity-rated, assigned an owner, and managed with time-stamped updates through to resolution. We provide incident reports for material incidents, including impact, timeline, root cause, actions taken, data assessment, and corrective/preventive measures, followed by a post-incident review and updates to runbooks, monitoring, and change controls.
• 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: Yes
• Free trial available: Yes
• Description of free trial: Services are delivered as paid projects and/or support retainers. However it is possible to provide free demo's and restricted access to services.

Discount percentage by annual call-off contract value (excluding VAT)

• Less than £250,000: 5%
• Between £250,000 and £500,000: 6%
• Between £500,001 and £1,000,000: 7%
• Between £1,000,001 and £2,500,000: 8%
• Between £2,500,001 and £5,000,000: 9%
• Over £5,000,001: 10%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Alcumus ISOQAR
• ISO/IEC 27001 accreditation date: Friday 24 November 2023
• What the ISO/IEC 27001 doesn’t cover: The utilisation of subcontractors and external development
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: Alcumus ISOQAR
• ISO 9001 accreditation date: Friday 24 November 2023
• What the ISO 9001 doesn’t cover: The utilisation of subcontractors and external development
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: Bf061249-c353-4996-85f2-7ce28422febe
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: A902c814-0ada-44b9-8010-4e221fcdb65f
• 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 adam.smethurst@juicymedia.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.