TWIN TECHNOLOGY LIMITED

Data Loss Prevention (DLP) protecting sensitive data service

DLP uncovers risk, educates employees and fulfills security, compliance, and regulatory needs. Unlike legacy DLP, our - Data Loss Prevention (DLP) is a flexible, cloud-native, ML powered solution built for today's threat landscape.

Market-leading and flexible pricing

Features

• Next-gen enterprise data protection
• Quick implementation without technical intervention
• 99.9% Uptime on High Availability Deployments
• Best in Class Service & Support teams
• Human-centric context for your files and event data
• Designed for the hybrid-remote-inhouse workforce
• Azure and AWS or on-premise options
• Flexible pricing models

Benefits

• Threat hunting with structured and unstructured analysis
• Tailor your specific design for watchlists and customising policies
• Fastest way to insights
• Machines Learning sensors
• Policy sensors
• Scalable, lightweight agent
• Behavioural analytics sensors
• End to End Analytics
• Windows, MacOS and Linux
• Mobility & Cloud

• 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 sales@twintechnology.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

834232686846453

Contact

Larry Rach
01923 228820
sales@twintechnology.co.uk

About your service

• Service categories:

  Applications

  Content workflow and management

  • Capture
  • EDiscovery and forensics

  Content services

  • Enterprise Content Management Applications

  Persuasive content management

  • Website Software

  Enterprise portals and digital workspaces

  • Integrated Employee Workspaces
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Private cloud
  • Hybrid cloud
• Service constraints: There are no restrictions on this service other than normal support available during weekday 0900 - 1800 Mon - Fri excluding English Public and Bank Holidays. There will be periodic scheduled maintenance shutdowns but these will be well outside the normal working hours with shortest duration possible and with at least one week's notice.
• System requirements:
  • Any Smart Device Can Be Used
  • Hardware Agnostic

User support

• Email or online ticketing support: Yes
• Support response times: Tickets and emails are answered in normal working hours, we have an SLA of 4 hours for all tickets during these hours. No support is given at weekends unless we give prior agreement although this can be added to the contract at extra cost.
• 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, at an extra cost
• 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: We use a variety of tools and are happy to work with clients based upon their needs.
• Onsite support: Yes, at extra cost
• Support levels: A new service starts with a dedicated account manager aligned to the client, you also have access to both technical account managers and cloud support engineers if required.
• Support available to third parties: No
• AI chatbot: No

Onboarding and offboarding

• Getting started: A new service starts with a dedicated account manager aligned to the client and who is allocated to the account for the duration of the activation of the new service. These dedicated account managers liaise with the provisioning and support teams and makes sure the system is scoped correctly, tested, soft tested and finally deployed. All the training and documentation is kept up to date. An account manager then supports the client all the way through the contracts life. User training, online training and user documentation is bespoked to the specific clients requirement, as no two systems are exactly the same.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: Download from a designated secure cloud drive or to any media type needed based upon client requirements, this could be an electronic transfer and if required can be encrypted.
• End-of-contract process: The data is kept for a defined period, usually 30 days from the contracts end, unless it is requested to be deleted before then. All data can be permanently removed immediately upon contracts end. All copies are destroyed including any backups. A full audit trail of works carried out is captured and stored. Supply of storage devices are additionally charged for when you need us to export to a physical device at the end of the contract or termination or we can use the one provided by the client and the time to do this may be chargeable
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: Yes
• Compatible operating systems:
  • Android
  • IOS
  • MacOS
  • Windows
  • ChromeOS
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: No differences
• Service interface: No
• User support accessibility: WCAG 2.2 AA
• API: No
• Customisation available: Yes
• Description of customisation: AI Recipient Validation: This feature learns user communication patterns to provide tailored warnings when an email appears to be misguided or contains sensitive information.; ; Quarantine Report Customisation: The layout, time settings, and content of the quarantine report can be customised, including support for different languages.; ; 365 Permission Manager: Enables customised auditing, management, and policy enforcement for Microsoft 365 permissions.; Policy & Rule Configuration: While not explicitly detailed as "drag-and-drop," the DLP services allow for setting specific, tailored rules to identify and block unauthorised sharing of sensitive data.

Scaling

• Independence of resources: Adequate resource planning at the implementation stage ensures there is additional resource available promptly when and where required thus not affecting operability.

Analytics

• Service usage metrics: Yes
• Metrics types: HTTP request and response status; Network; Number of active instances; Usage per instances ; Contract length
• Reporting types: 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: Hornet

Staff security

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

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
• User control over data storage and processing locations: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least every 6 months
• 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
  • Scale, obfuscating techniques, or data storage sharding
• 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: Export from a designated secure cloud drive or to any media type needed based upon client requirements, this could be an electronic transfer and if required can be encrypted.
• Data export formats:
  • CSV
  • ODF
• Data import formats:
  • CSV
  • ODF

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Other
• Other protection between networks: Dedicated Firewalls also our dedication to security means we have crafted a decisive ‘Security First’ culture in both our staff and our working practices. As well as investing heavily in our electronic and physical security methods we also have a selective on-boarding programme, where we personally vet each and every business before accepting them onto our secure cloud platforms.
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Legacy SSL and TLS (under version 1.2)
  • Other
• Other protection within supplier network: Our dedication to security means we have crafted a decisive ‘Security First’ culture in both our staff and our working practices. As well as investing heavily in our electronic and physical security methods we also have a selective on-boarding programme, where we personally vet each and every business before accepting them onto our secure cloud platforms.

Availability and resilience

• Guaranteed availability: Up to 99% uptime availabilty of this platform on guaranteed SLA basis assuming this is supported by public or private cloud or hybrid or in-house servers.
• Approach to resilience: Resilience Resilience and Performance • Minimum of N+1 redundancy across all major components. • UPS to ensure a constant supply of power. • Back-up generators with emergency re-fuelling contracts in place and fuel stored on-site for 72 hours of operation at full load. • VESDA fire detection & FM200 suppression system. • 24x7 Network Operations Centre (NOC) monitors the data centers. • No single point of failure and very low latency to deliver optimum performance. • Multiple diverse fiber links into the data center located at different entry points. • The environment is tightly controlled, with the room temperature kept at 23°C +/- 1°C. • All physical structures which house equipment are properly installed with no loose or moving components, ensuring their overall strength and rigidity.
• Outage reporting: Planned outages are communicated in advance via email alerts and incidents reports are given within 24 hours for unplanned outages.

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)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: We have a defined hierarchical permission structure and administrators only have access to permitted areas, password managers are used, with anti keyloggers and malware protection on all desktop.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)
  • 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: 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: User-defined

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: We offer full change management process to ensure that their is no adverse reactions to the platforms, with a full roll back plan, prior to any changes going ahead. Named key stake holders of the platform are required to authorise changes with a predefined sign off procedure.
• Information security policies and processes: Our dedication to security means we have crafted a decisive ‘Security First’ culture in both our staff and our working practices. As well as investing heavily in our electronic and physical security methods we also have a selective on-boarding programme, where we personally vet each and every business before accepting them onto our secure cloud platforms, ensuring we are always working towards ISO 27001 and PCI DSS level 1 standards.
• 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: We offer full change management process to ensure that their is no adverse reactions to the platforms, with a full roll back plan, prior to any changes going ahead. Named key stake holders of the platform are required to authorise changes with a predefined sign off procedure.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Attacks are increasing in frequency and sophistication, and many companies underestimate the impact they have on their business. With our DDoS Mitigation Service, however, your traffic is diverted to the our Mitigation Platform, cleaned, and the good data returned to your services. Our systems will constantly scan your networks, ready to act within minutes of an attack being detected.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: 24x7x365 Network and Environmental Monitoring by on-site NOC Our dedicated technical support team will provide you with responsive and professional assistance whenever you need it. We have technical staff on-site 24x7 and our strict internal SLAs mean we can have members of the team who built your solution on-hand within 1 hour. Twin technology’s hosting provision can be contacted by phone, email, or our comprehensive and easy-to- use support portal. All open and resolved support requests are stored within the Twin technology’s hosting provision portal for future reference.
• 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: All incidents are logged and ticket references are issued, depending on the level of severity these are recorded and kept for reference, they are scheduled for resolution and reports are given within 24 hours including unplanned incidents.
• Post-quantum cryptography secure: Yes

Secure development

• Approach to secure software development best practice: Independent review of processes (for example CESG CPA Build Standard, ISO/IEC 27034, ISO/IEC 27001 or CSA CCM v4.0)

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: Yes
• Free trial available: Yes
• Description of free trial: Free trial available; ; Yes; ; Description of free trial; ; 30 day money-back guarantee up to 90 day free trial Scope Design Build Support
• Link to free trial: Info@twintechnology.co.uk

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

• Less than £250,000: 2%
• Between £250,000 and £500,000: 3%
• Between £500,001 and £1,000,000: 3%
• Between £1,000,001 and £2,500,000: 3%
• Between £2,500,001 and £5,000,000: 3%
• Over £5,000,001: 3%

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: Yes
• Who accredited the PCI DSS certification: Barclays Bank
• PCI DSS accreditation date: Wednesday 12 November 2025
• What the PCI DSS doesn’t cover: Complete SAQ type C-V T
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: C0ff3ea7-cd39-484b-97c6-65392d3cfee8
• Cyber essentials plus: No
• Cyber Essentials Alternative: None of the criteria
• Other security certifications: Yes
• Any other security certifications: Cyber Essentials and PI Cover

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 sales@twintechnology.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.