DELOITTE LLP

Deloitte Fraud, Waste, Abuse and Error Analytics

Public sector bodies are keen to focus on identifying and reducing fraud, waste, abuse and error (FWA+E). This Deloitte service combines our forensic accounting skills and proven data analysis techniques, applied to your financial, operational and other records, whether retrospective (review or investigation), current (monitoring) or forward-looking (compliance).

Features

• Secure cloud hosting, compliant with major security standards
• Multiple user access with single- and multi-factor authentication
• Process huge data volumes, perform online or offline analytics
• Enrich your data landscape with Open Source Intelligence (OSINT)
• Flexible technology components, chosen to resolve the problem at hand
• Industry-standard analytical practices, across labelling, scoring, aggregation, modelling, networks
• Customisable solutions: simplified risk visualisations to advanced ML, behavioural models
• Fusion of analytical techniques and domain knowledge
• Forensic, regulator-quality evidence and outputs
• Forensic specialist support: forensic accountants, investigators, remediation and redress experts

Benefits

• Targeted on key organisational risks: financial, regulatory controls, fraud, error
• Experienced forensic practitioners with deep knowledge across different industry sectors
• Experience handling all levels of Government classification in data
• Enables and operationalises insight for more accurate and informed decision-making
• Accelerates analytical processes, enabling real-time decision support, reducing operational costs
• Reduces data wrangling and manipulation time
• Increases data analysis time and shortens time to value
• Scales to address client issues of all sizes
• Complements our eDiscovery, Digital Forensics and eComms Monitoring services

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 publicsectorbidteam@deloitte.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

818609817659091

Contact

Donna Farrell
0207 303 0913
publicsectorbidteam@deloitte.co.uk

About your service

• Service categories:

  Application Development and Deployment

  Analytics and business intelligence

  • Advanced and predictive analytics
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: N/A
• System requirements: N/A

User support

• Email or online ticketing support: Yes
• Support response times: We respond to all enquiries within 2 working days (Mon-Fri, 09:00-17:30, excluding public holidays). Items received at weekends will be responded to on the next working day.
• User can manage status and priority of support tickets: No
• Phone support: No
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: We provide a Standard Support package which is included in the base platform subscription fee. This covers incident management, bug fixes, and access to our online knowledge base during business hours (Mon-Fri, 09:00-17:30).
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We provide a comprehensive onboarding package including full user documentation, and access to a knowledge base. For new deployments, we offer initial remote training workshops for administrators and users. Onsite training and tailored onboarding sessions are available as an optional additional service.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: At the end of the contract, users can download their reports in open formats. Full data extracts are not provided as standard self-service, but can be facilitated via our support team on request. Data removal is managed in line with the agreed retention period, including any backup retention.
• End-of-contract process: Upon contract termination, we initiate a decommissioning process that includes revoking user access, securely extracting data, and permanently sanitising all client environments in line with GDPR/security standards. Standard data extraction and termination activities are included in the contract price. Bespoke data migration support to a new provider or long-term data archiving services would incur an additional cost.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: WCAG 2.2 AA
• API: No
• Customisation available: Yes
• Description of customisation: Users can customise dashboards, report templates, and alert thresholds to suit their operational needs. A selection of these are managed via the platform’s interface using configuration menus. Access to these features is role-based; "Admin" users can configure settings.

Scaling

• Independence of resources: Where the service is deployed in the cloud, we keep resources aligned with actual demand through horizontal and vertical scaling. Auto-scaling solutions can also be used, depending on what we deploy.

Analytics

• Service usage metrics: No

Resellers

• Supplier type: Not a reseller

Staff security

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

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest:
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • 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
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Users export data through the reporting interface by generating and downloading reports. Reports can be downloaded in standard open formats. Full exports are not available as standard self-service features, but can be facilitated by our support team upon request.
• Data export formats: CSV
• Data import formats: CSV

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: The level of availability and any availability SLA depend on the agreed deployment architecture. This includes whether the service is designed to be highly available across multiple availability zones or, if deployed on premise, across both data centres, and whether excusable downtime for planned maintenance is included.
• Approach to resilience: Resilience and disaster recovery depend on how and what is deployed. From a firm standpoint, Deloitte takes a comprehensive and multi-layered approach to business continuity and disaster recovery, aligned to the controls in BS ISO/IEC 27001:2013 and the guidance in ISO 22301, and supported by ISO 27001 and Cyber Essentials / Cyber Essentials Plus certification. We maintain recovery plans for business and IT-critical services, prioritised for recovery, with recovery time and recovery point objectives defined. Deloitte has invested in two geographically dispersed data centres, and key networked data is mirrored across both locations. Critical applications are replicated across data networks with automated failover mechanisms. Disaster recovery procedures and business continuity plans are tested annually. Full details are available on request.
• Outage reporting: Email alerts

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: Access to management interfaces and support channels is restricted to authorised personnel via Role-Based Access Control. Administrative access is strictly limited to named individuals. All privileged activity is logged and auditable. Support channel access is segregated by client tenant to ensure data privacy.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password

Audit information for users

• Access to user activity audit information: Users contact the support team to get audit information
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: User-defined
• How long system logs are stored for: User-defined

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: Deloitte’s Information Security Management System (ISMS) aims to define, implement, monitor, and continuously improve information security in line with ISO27001:2022 and Deloitte's standards. This ensures appropriate levels of Confidentiality, Integrity, and Availability of information while achieving strategic security objectives. These objectives are outlined in the Security Policy and ISMS Manual, aligning with the firm’s Ambition and Purpose. Confidentiality, Privacy, and Security objectives are set by the Security Partner, agreed upon with the Managing Partner for Quality, Risk & Security, and tracked annually. Deloitte’s cybersecurity framework follows industry standards (e.g., COBIT, NIST, ISO 27001:2022) and focuses on four domains: Secure (risk-focused controls), Vigilant (threat detection and response), Resilient (incident management and recovery), and Governance (policies and procedures). The Deloitte Business Security team, as the second line of defence, includes Governance Risk & Compliance, Data Privacy, Cyber Risk, and other specialised teams. The first line Cybersecurity function, led by the UK CISO, manages cyber and technology controls. A Data Protection Officer and Data Privacy team ensure compliance with data protection laws, with annual reviews reported to the Chief Risk Officer. Deloitte prioritises security through training, audits, monitoring, and disciplinary measures, embedding a culture of protection to safeguard client data.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: All configuration items are tracked in a Configuration Management Database throughout their lifecycle. Proposed changes are subject to a formal Change Advisory Board review, which includes a mandatory security impact assessment to ensure no new vulnerabilities are introduced before deployment to deployment.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We assess potential threats through daily scans on our DMZ, weekly vulnerability scans by network scanners, and 24/7 proactive monitoring via our Cyber Intelligence Centre. Cloud agents monitor both internal and external assets.; Patches and software updates are reported and managed in line with our Global Vulnerability Management SLAs. Anti-malware signatures are deployed daily as a minimum. For vulnerabilities where no patch exists, we implement relevant controls to reduce the possibility or impact of exploitation.; Information on technical vulnerabilities is sourced from identified trusted sources and vendor alerts.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Our Security Operations Centre uses automated tools to monitor system logs and detect suspicious activity in real-time. Alerts are immediately reviewed by analysts following a formal Incident Response Plan. Confirmed critical incidents are actioned within the same business day to contain threats and begin investigation.
• Incident management type: Supplier-defined controls
• Incident management approach: We follow a comprehensive incident response process with detailed, documented procedures for fact-gathering, escalation, and resolution. Common events are managed via standard business processes, while significant threats invoke our robust crisis management plan.; Users can report actual or suspected incidents 24/7 via our dedicated help desk or through the engagement partner.; Following investigation, we provide post-incident reports to stakeholders, detailing the root cause, actions taken, and lessons learned. An incident audit log (CRIP) is retained to capture the chain of events, and corrective action plans are implemented before any incident is closed.
• 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: 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 Assurance UK Limited
• ISO/IEC 27001 accreditation date: Tuesday 1 April 2025
• What the ISO/IEC 27001 doesn’t cover: The scope of the Information Security Management System is limited to the scope of Deloitte LLP and its subsidiaries in the UK, Gibraltar, Switzerland and Liechtenstein.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: BSI Assurance UK Limited
• ISO 9001 accreditation date: Wednesday 4 December 2024
• What the ISO 9001 doesn’t cover: The scope of the Quality Management System is limited to the scope of management consulting services delivered by the Technology and Transformation (T&T) Service Line of Deloitte LLP using the legal entity of Deloitte MCS Ltd. The scope of services includes, but is not limited to, the following offering portfolios: Enterprise, Technology & Performance; Human Capital; Customer; and Engineering AI & Data
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 078fca37-4815-4d81-88f9-985ed3a32ba6
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 9cfeb0a7-5284-4efd-b8c6-a6fdd0d09dd6
• 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 publicsectorbidteam@deloitte.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.