PHARMAETHICAL LTD

DrugRoute

DrugRoute is a SaaS platform that streamlines end-to-end pharmaceutical delivery logistics. It optimises route planning, driver allocation, dispatch, and proof-of-delivery workflows, with real-time tracking and exception handling. DrugRoute supports compliance, audit trails, and customer notifications, improving delivery accuracy, turnaround times, and operational visibility for pharmacies and fulfilment teams.

Features

• Order intake & job creation
• Route planning & optimisation
• Driver mobile app
• Proof of Delivery (POD)
• Real-time tracking & ETA
• Reporting and analytics
• Operational features

Benefits

• Faster dispatch and planning
• Reduced delivery cost per drop
• Improved on-time performance
• Stronger compliance and accountability
• Better customer experience
• Improved on-time performance
• Higher driver productivity
• Reduced admin overhead
• Operational visibility for managers
• Scalable operations

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 anik@pharmaethcal.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

856433769087929

Contact

Anik Datta
07811262347
anik@pharmaethcal.com

About your service

• Service categories:

  Applications

  Supply chain management

  • Logistics and transportation management
  • Supply chain planning
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: Periodic maintenance windows throughout the year
• System requirements:
  • Internet browser
  • IOS or Android devices

User support

• Email or online ticketing support: Yes
• Support response times: 24/7 support via telephone and email 365 days of the year
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: No
• Onsite support: No
• Support levels: DrugRoute support is included within the customer membership fee and is provided at no additional charge. Support is delivered remotely via ticketing, email and in-app requests, with optional scheduled video calls for onboarding and complex configuration.; ; Level 0 (Self-service): Online help centre, onboarding guides, release notes, FAQs and best-practice workflows for dispatch, route planning, proof of delivery (POD) and reporting.; ; Level 1 (Service Desk): First-line assistance for account setup, user management, permissions, device/app setup, basic “how-to” queries, and guidance on standard processes. Initial triage, incident logging, and resolution of common issues.; ; Level 2 (Application Support): Deeper troubleshooting for platform configuration, integrations, data imports/exports, workflow rules, and performance issues. Root-cause analysis, workaround provision, and coordination of fixes.; ; Level 3 (Engineering): Defect investigation, patch development, API/integration fixes, security-related issues, and complex environment problems. Deployment of hotfixes and planned releases with customer communication.; ; Service Management (Escalation): Major incident coordination, stakeholder updates, and post-incident reporting (including corrective and preventive actions). Service requests are prioritised by impact/urgency, with target response/resolution times communicated per severity. Continuous improvement includes trend analysis, training refreshers, and quarterly service reviews for larger customers.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Full onsite training is provided to drivers before live use of the service by new clients. Remote training is also available. Online training videos and user documentation are provided via the service portal.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: Users extract their data via contacting the support desk to request that they are ending their contract and thus data to be extracted for storage by the client.
• End-of-contract process: At the end of the contract, the service enters an agreed off-boarding period to ensure an orderly, secure exit. We confirm the contract end date, outstanding invoices, and the final service scope (for example, read-only access until closure). Users can request an export of their data via a support ticket; exports are provided in a commonly used format (e.g., CSV/PDF) within the agreed timeframe. We also agree a final “data freeze” date to prevent changes during extraction.; ; After data export completion (or expiry of the agreed collection window), user accounts are disabled and access to the service is removed. Integrations (such as SSO, email/SMS gateways, and any API connections) are disconnected, and administrator credentials are rotated where applicable. Backups are retained and deleted in line with our retention schedule and legal/regulatory obligations; deletion is performed securely and can be confirmed in writing on request. Any customer-provided devices or credentials are returned or destroyed as agreed. A final closure report is issued summarising the off-boarding actions, dates, and any residual obligations (e.g., statutory record retention).
• Documentation accessibility standard: WCAG 2.2 AAA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
  • Other
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Desktop service provides all features including admin access. Mobile application provides driver friendly logistics.
• Service interface: No
• User support accessibility: WCAG 2.2 AAA
• API: No
• Customisation available: No

Scaling

• Independence of resources: We guarantee users aren’t affected by other users’ demand through logical tenant isolation and elastic infrastructure on AWS. Each customer’s data is segregated by tenant ID with strict access controls. Workloads scale automatically using load balancers and auto-scaling groups, and we use managed services with reserved capacity and throttling controls to prevent “noisy neighbour” impact. We enforce per-tenant rate limits, queue background jobs, and prioritise time-critical clinical transactions. Database performance is protected through indexing, connection pooling, read replicas, and resource monitoring. Capacity, latency, and error rates are continuously monitored with alerts and proactive scaling.

Analytics

• Service usage metrics: Yes
• Metrics types: Standard usage metrics for a logistics planning and tracking system like DrugRoute include: total shipments created, active routes, completed deliveries, and on-time delivery rate. Track average planning time per route, dispatch-to-delivery cycle time, and average distance and stops per route. Monitor driver utilisation (hours active vs idle), capacity utilisation (volume/weight vs available), and re-optimisation frequency. Include real-time tracking coverage (percentage of consignments with live location), geofence adherence, and exception rates (late arrivals, failed deliveries, temperature excursions, proof-of-delivery missing). Operationally, measure user logins, mobile app adoption, API calls, alert acknowledgements, and customer tracking-page views.
• Reporting types:
  • Real-time dashboards
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Staff screening not performed
• Government security clearance: None

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: No
• Datacentre security standards: Managed by a third party
• Penetration testing frequency: At least once a year
• Penetration testing approach: In-house
• Protecting data at rest: Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type: Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Users will request for the export of their clients data via the support desk. The support desk will verify the client and the request and then will start preparing the extraction to be sent to the client.
• 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)
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: DrugRoute is designed for high availability and operational resilience. We guarantee 99.98% monthly service availability for the production platform, measured at the application/API boundary and calculated as:; ; Availability % = (Total minutes in month − Unplanned downtime minutes) / Total minutes in month × 100.; ; “Unplanned downtime” means a complete loss of access to core DrugRoute functions for the majority of users, excluding scheduled maintenance and events outside our reasonable control. We operate proactive monitoring, automated alerting, and an on-call support rota to reduce incident impact and restore service quickly.; ; SLA commitments; ; Target availability: 99.98% per calendar month; ; Planned maintenance: carried out during low-usage windows with advance notice where practical; planned maintenance is excluded from downtime calculations; ; Incident response: priority-based triage with escalation to senior engineers for major incidents; post-incident reporting available on request; ; If monthly availability falls below the target, we will complete a root-cause review, implement corrective actions, and provide a service report detailing the incident timeline, impact, and prevention measures. Availability reporting is available to customers upon request.
• Approach to resilience: DrugRoute is designed for high availability and operational resilience. We guarantee 99.98% monthly service availability for the production platform, measured at the application/API boundary and calculated as:; ; Availability % = (Total minutes in month − Unplanned downtime minutes) / Total minutes in month × 100.; ; “Unplanned downtime” means a complete loss of access to core DrugRoute functions for the majority of users, excluding scheduled maintenance and events outside our reasonable control. We operate proactive monitoring, automated alerting, and an on-call support rota to reduce incident impact and restore service quickly.; ; SLA commitments; ; Target availability: 99.98% per calendar month; ; Planned maintenance: carried out during low-usage windows with advance notice where practical; planned maintenance is excluded from downtime calculations; ; Incident response: priority-based triage with escalation to senior engineers for major incidents; post-incident reporting available on request; ; If monthly availability falls below the target, we will complete a root-cause review, implement corrective actions, and provide a service report detailing the incident timeline, impact, and prevention measures. Availability reporting is available to customers upon request.
• Outage reporting: Email alerts

Identity and authentication

• User authentication needed: Yes
• User authentication: Username or password
• Access restrictions in management interfaces and support channels: We restrict access to management interfaces and support channels using defence-in-depth controls. All admin/support users have unique named accounts with MFA and, where possible, SSO; shared accounts are prohibited. Role-based access (least privilege) limits what each support tier can view or change, with time-bound elevation for high-risk actions
• Access restriction testing frequency: Less than once a year
• Management access authentication: 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: No audit information available
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: No
• Security governance certified: No
• Security governance approach: DrugRoutes security governance is led by the CTO, with day-to-day ownership assigned to a Security Lead and clear accountability across engineering and support. We maintain a risk register, security policy set, and documented controls aligned to UK GDPR, Cyber Essentials principles, and NHS DSPT expectations where applicable. Changes are managed through formal change control with security impact assessment. We run regular vulnerability scanning, patching SLAs, and access reviews (least privilege, MFA, audited admin actions). Incidents follow an ITIL-aligned process with defined severity levels, response playbooks, and post-incident reviews. Governance is reviewed quarterly with measurable KPIs and supplier oversight.
• Information security policies and processes: We maintain an Information Security Management Framework aligned to UK GDPR and Cyber Essentials principles. A named security lead owns policy governance, risk register, and quarterly reviews. Policies cover acceptable use, access control (least privilege, MFA), password management, asset/device management, secure configuration, encryption, backup/DR, logging and monitoring, vulnerability and patch management, supplier assurance, and secure SDLC. Staff complete induction and annual security training, with role-based refreshers and phishing awareness. Incidents are reported via the service desk, triaged to severity, contained, investigated, and reviewed with corrective actions. Compliance is evidenced through audits, change control, and documented procedures.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: We manage configuration and change using ITIL-aligned controls. All service components (application releases, infrastructure, network/security settings, integrations, and tenant configurations) are recorded in a version-controlled repository and a configuration register with ownership, environment, and lifecycle status. Changes are raised via a ticket, categorised (standard/normal/emergency), risk-assessed for security, privacy and availability impact, and approved by an authorised approver (CAB for normal changes). Changes are tested in a non-production environment, deployed via controlled release with rollback plans, and validated post-implementation. We maintain audit logs, segregate duties, and review changes regularly.
• Vulnerability management type: Undisclosed
• Vulnerability management approach: We operate a risk-based vulnerability management lifecycle across infrastructure, cloud, applications and endpoints. We continuously monitor vendor advisories, NCSC/NVD feeds, and security tool alerts. Findings are logged, triaged and scored using CVSS plus business impact (data sensitivity, internet exposure, exploit availability). We assign owners, define remediation actions and target dates. Critical/high issues are prioritised for rapid patching or mitigating controls (WAF rules, configuration hardening, access restriction). Changes follow change control with testing and rollback plans. We validate fixes via rescans and spot-checks, then produce metrics and trend reports for management review.
• Protective monitoring type: Undisclosed
• Protective monitoring approach: We operate 24/7 protective monitoring to detect, investigate and respond to potential compromise. Centralised logging from cloud infrastructure, applications, databases , retention and access controls. We alert on suspicious authentication (impossible travel, repeated failures, privilege changes), anomalous API activity, malware indicators, configuration drift, unusual data access/export, and network threats (IDS/WAF findings). Alerts are triaged to confirm impact and scope, then contained via account lock, key rotation, blocking rules and isolation of affected hosts. Incidents are recorded, root-caused, and lessons fed into detection tuning.
• Incident management type: Undisclosed
• Incident management approach: We operate an ITIL-aligned incident management process to restore service quickly and minimise user impact. Incidents are reported 24/7 via support portal, email, or phone and are logged with severity (P1–P4), symptoms, affected users, and timestamps. The Service Desk provides first response, triage, and immediate containment (workarounds, access blocks, rollback). P1/P2 incidents trigger on-call escalation to Level 2/3 engineering and a duty manager, with defined response and update intervals. We communicate status via ticket updates and service notices, maintain an incident timeline, and capture evidence. Post-incident, we deliver an RCA and corrective/preventive actions.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Supplier-defined process

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: 5%
• Between £250,000 and £500,000: 10%
• Between £500,001 and £1,000,000: 12%
• Between £1,000,001 and £2,500,000: 15%
• Between £2,500,001 and £5,000,000: 16%
• 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): No
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 0d9778d0-dc01-4ad0-bd63-a16c90f211d8
• Cyber essentials plus: No
• Cyber Essentials Alternative: You do not have a current and valid Cyber Essentials Plus certificate, or will not have in place within 12 months of the date of award but have an IASME certified equivalent.
• 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
    • 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
    • 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
    • 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
    • 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

  • 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 anik@pharmaethcal.com. Tell them what format you need. It will help if you say what assistive technology you use.