GENERATION DIGITAL LIMITED

Rippling Global HR & IT Platform

Rippling is a unified HR and IT platform that automates onboarding, payroll, benefits, device and application provisioning, global employment and workforce management. With one system of record for employees, devices and apps, it enables secure, streamlined operations across HR and IT teams, reducing risk, cost and manual effort organisation-wide.

Features

• Employee onboarding with automatic device and application provisioning.
• Global payroll in 90+ countries with compliance built in.
• Self-service portal for employees and managers.
• Benefits administration integrated with HR and payroll.
• Asset & IT management: devices, apps, permissions.
• Time tracking and attendance seamlessly integrated.
• Global Employer-of-Record (EOR) capabilities for international hiring.
• Reports and dashboards for HR and IT metrics.
• Integrations with popular apps (Slack, GitHub, Okta, etc.).
• Custom workflows and automation across HR/IT tasks.

Benefits

• Reduces HR and IT administrative workload dramatically.
• Ensures global compliance for payroll and employment laws.
• Accelerates employee onboarding and time-to-productivity.
• Improves visibility into assets, apps and employee data.
• Enhances security through automated access and device provisioning.
• Unifies HR and IT systems, eliminating data silos.
• Provides one single system for global workforce management.
• Supports remote, hybrid and global employees seamlessly.
• Minimises risk of mis-classification and payroll errors.
• Lowers total technology cost by streamlining systems.

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 gcloud@gend.co. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

716192361817387

Contact

Thomas Sutton
+44 020 3951 3986
gcloud@gend.co

About your service

• Service categories:

  Applications

  Enterprise resource management

  • Payroll management

  Financial

  • Financial and Accounting Applications
• Multi cloud support: No

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: Rippling acts as the core HRIS/IT/Finance operating system that integrates with 500+ external SaaS applications (e.g., Slack, Google Workspace, Salesforce, Office 365) to provision and de-provision user accounts and manage devices based on the employee lifecycle status.
• Cloud deployment model: Public cloud
• Service constraints: Data Residency: Rippling is hosted primarily in US-based AWS data centres. Specific UK data residency guarantees may require contractual discussion. Endpoint Agent: Full functionality (MDM, ZTNA) requires installing the Rippling agent/MDM profile on managed devices. Pricing Structure: Pricing is modular based on selected products (HR, IT, Finance) and headcount, requiring a custom quote. Support: Phone support may not be 24/7 for all complex international technical issues, though other channels are available.
• System requirements:
  • Modern Web Browser
  • Internet Connectivity
  • Identity Provider
  • Endpoint Management
  • OS Compatibility
  • Admin Privileges
  • API Access
  • No local software
  • Endpoint Security
  • System memory

User support

• Email or online ticketing support: Yes
• Support response times: We provide expedited support and aim to respond quickly to questions. Available during business hours Monday to Friday, we will respond to enquiries within one business day or twenty four hours from the date of the receiving the inquiry.
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: Yes
• Web chat support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: None
• Onsite support: Yes, at extra cost
• Support levels: We provide the following support levels:; ; Onboarding; ; Customer success managers (CSMs): A dedicated partner familiar with your goals, helping you hit them with coaching, calls, and training.; ; Professional services: Additional consulting sessions for on-site training, digital transformations, custom integrations, and more.; ; Custom resources: From onboarding to feature tips, we can provide the right content at the right time to help answer your team’s questions and needs.
• Support available to third parties: No
• AI chatbot: No

Onboarding and offboarding

• Getting started: We provide a wide range of onboarding services for clients including:; ; - Online training; - Onsite training; - Comprehensive user guides; ; Etc.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
  • Other
• Other documentation formats:
  • Videos
  • Online Content
• End-of-contract data extraction: Users can export employee records, payroll ledgers, asset assignments, applications data via Rippling’s export tools or API. Customers are responsible for extracting required data before termination.
• End-of-contract process: At the end of the contract licences can be renewed or terminated.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Other
• Application to install: Yes
• Compatible operating systems:
  • Android
  • IOS
  • Linux or Unix
  • MacOS
  • Windows
  • ChromeOS
  • Other
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The desktop (web) interface is used by administrators to manage complex workflows, policy configuration, device deployment, and detailed financial analytics/reporting. The mobile app is streamlined for the employee self-service experience, enabling quick time-off requests, viewing payslips, clocking in/out, managing expenses, and approving tasks on the go. Full administrative controls and setup functions are best accessed on a desktop environment.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Rippling offers a web-based admin console and self-service portal for employees and managers. Administrators configure workflows, manage devices, onboard/offboard staff, run payroll, assign applications and assets. Employees use intuitive dashboards to review payslips, benefits, request time off and access apps. IT staff manage device inventories, assign apps, enforce access and security. All modules run in one interface with automation workflows and reporting for HR and IT functions.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Rippling undergoes annual external audits (including SOC 2) to validate its controls. The commitment to WCAG 2.2 AA is supported through ongoing internal quality assurance testing that includes using automated scanning tools and manual checks against core usability principles. Any ad-hoc accessibility issues identified via customer support or internal QA are prioritised and addressed as part of the continuous engineering process. We maintain detailed internal documentation (which informs our compliance) to ensure the platform is usable for employees and administrators using keyboard navigation and assistive technologies for essential functions.
• API: Yes
• What users can and can't do using the API: Rippling provides a comprehensive REST API. Users can set up automated user creation, attribute mapping, and lifecycle management workflows across hundreds of integrated applications. Users can make changes to employee data, trigger termination workflows, and extract consolidated HR, payroll, and IT inventory data for external analysis. Limitations: The API is generally used for data synchronization and orchestration. Users cannot use the API to modify sensitive core platform settings, such as defining new UK tax codes, configuring the benefits options, or altering the core policy engine logic; these must be managed via the secure administrative console.
• API documentation: Yes
• API documentation formats:
  • HTML
  • Other
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Customisation includes HR/IT/Finance workflows, reports, security policies, and custom application integrations.

Scaling

• Independence of resources: Rippling utilizes a highly scalable, multi-tenant AWS infrastructure with automated load balancing and dynamic resource allocation. This architecture ensures high concurrency and performance isolation. Each customer's data is logically segregated. The system dynamically scales compute resources to prevent "noisy neighbour" effects, guaranteeing that high demand from one customer does not impact the processing speed or availability for other users on the platform.

Analytics

• Service usage metrics: Yes
• Metrics types: Detailed usage metrics for applications, devices, and employee activity are available via the Analytics dashboard.
• Resource tagging: Yes
• FOCUS resource tagging: No

Resellers

• Supplier type: Reseller providing extra support
• Organisation whose services are being resold: Rippling

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: Other locations
• User control over data storage and processing locations: No
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest: Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type: Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Users export data through two primary channels:; ; Administrative Console: Finance, HR, and IT data (payroll register, general ledger, inventory reports) can be exported manually from dashboards as CSV files.; ; API: Automated, real-time extraction of data (employee records, payroll results, IT inventory) is available via the Rippling API for continuous integration into BI and external accounting/ERP systems, eliminating manual data handling for financial reconciliation and auditing.
• Data export formats:
  • CSV
  • Other
• Data import formats:
  • CSV
  • Other

Data-in-transit protection

• Data protection between buyer and supplier networks: TLS (version 1.2 or above)
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: Rippling guarantees a minimum level of service availability through a financially-backed Service Level Agreement (SLA) for Enterprise customers. The target uptime is typically five-nines or above (99.999%), leveraging the multi-zone redundancy of the AWS cloud.; ; If the service fails to meet the guaranteed availability level during a measured month, customers are eligible to receive service credits, calculated as a percentage of the monthly service fees, based on the measured downtime duration and severity. The full details, including the exact percentage guarantee and credit schedule, are outlined in the Rippling Master Subscription Agreement or relevant contractual terms, providing assurance for critical HR, IT, and Finance operations.
• Approach to resilience: Rippling is architected on AWS to achieve resilience by spanning multiple Availability Zones (AZs), ensuring redundancy and automatic failover in the event of hardware or system failure in a single data centre. Data redundancy is maintained through continuous, multi-region backups of critical data to Amazon S3. Database clusters are sharded and replicated across multiple AZs. This architecture minimises data loss (low RPO) and allows for rapid service restoration (low RTO). Furthermore, automated scaling ensures the platform can absorb traffic spikes without degradation.
• Outage reporting: Rippling communicates service status through a public status page/dashboard that provides real-time updates on the operational status of the platform and any ongoing incidents. Notifications are also posted directly within the administrative console interface for high-priority issues. The 24/7 support team provides updates via chat, phone, and ticket tracking to designated customer contacts. The internal Security Incident Response Team (SIRT) ensures prompt confirmation and immediate commencement of communication following confirmation of a service-impacting incident.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
  • Other
• Other user authentication: Rippling supports SSO/identity federation, MFA, standard credentials, and API token authentication
• Access restrictions in management interfaces and support channels: Access to management interfaces is governed by Role-Based Access Control (RBAC), strictly enforcing least privilege. Authentication requires Multi-Factor Authentication (MFA) and is typically managed via Single Sign-On (SSO). Support channels verify user identity against a list of approved administrative contacts before discussing sensitive configuration or PII data.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • 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
  • Other
• Other security governance standards: ISO 27001, SOC 2 Type 2, and ISO 27018 certifications
• Information security policies and processes: Rippling operates under an extensive set of Information Security policies compliant with ISO 27001, SOC 2, and GDPR. Policies cover secure development, incident response, access management, and data privacy. Governance is led by the CISO. Policies are enforced through mandatory security training for all employees, technical controls (MFA/SSO), and regular internal and annual external audits (SOC 2, ISO 27001) that validate continuous adherence. Employees report security issues to the dedicated Security Team for immediate escalation and management under the CISO's direction.
• 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: All changes follow a formal, risk-based Change Management Process. Components are tracked in a centralized system integrated with deployment tools. Changes are assessed for potential security impact via automated scanning (SAST/DAST), manual security sign-offs, and mandatory peer review. Deployment uses an automated, auditable CI/CD pipeline, ensuring secure, consistent, and traceable updates across the platform.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: We assess threats using continuous automated scanning, third-party penetration testing, and an active Bug Bounty Program. Threat information is sourced from industry feeds, vendor advisories, and partners. Vulnerabilities are prioritised by severity. Critical patches are deployed immediately; high and medium-severity issues are addressed within documented, short SLAs to maintain security posture alignment with SOC 2/ISO 27001.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: We identify potential compromises via 24/7 monitoring using SIEM/SOAR solutions that aggregate and analyse system, network, and application logs for anomalous activity. Upon detection, an alert triggers the Security Incident Response Team (SIRT). Response to critical alerts is initiated within minutes, with containment and investigation following documented incident response playbooks.
• 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 utilize pre-defined and tested playbooks for technical, security, and data incidents. Users report incidents via the 24/7 support channels. For major events, updates are provided via the public status page. Post-incident, a formal incident report/post-mortem detailing root cause analysis and corrective actions is generated and shared with affected customers upon request.
• Post-quantum cryptography secure: No

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: 5%
• Between £500,001 and £1,000,000: 10%
• Between £1,000,001 and £2,500,000: 10%
• Between £2,500,001 and £5,000,000: 15%
• Over £5,000,001: 20%

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: 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: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials Plus 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 Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• 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 gcloud@gend.co. Tell them what format you need. It will help if you say what assistive technology you use.