MINDERA UK LIMITED

Mindera Content Workflow and Management Services

We deliver persuasive content management solutions, including website software, product content platforms, content marketing tools, video platforms and digital adoption systems. Our services span media and creative production, plus enterprise portals and digital workspaces that support multi-audience engagement and integrated employee experiences for seamless communication, productivity and organisational cohesion.

Features

• Headless CMS with APIs, webhooks, GraphQL, content modelling, localisation workflows.
• Digital asset management with versioning, rights control, renditions, CDN delivery
• Personalisation engine with segmentation, behavioral targeting, A/B testing, and recommendations.
• Real-time analytics dashboards, content performance metrics, and user journey insights.
• Product information management supporting taxonomy, variants, syndication, and data governance.
• Enterprise portals with SSO, RBAC, micro frontends, and integration hubs.
• Search and knowledge discovery with indexing, synonyms, facets, personalisation capabilities.
• Video platform with live streaming, transcriptions, captions, analytics, and DRM.
• Digital adoption platform: guided walkthroughs, tooltips, in-app messaging, behavior analytics.
• API-first integration with ERP, CRM, DAM, MAP, and CDPs systems.

Benefits

• Publish content from devices with headless workflows and responsive previews.
• Quickly manage content on move using mobile tools and approvals.
• Reduce publishing cycles by automating reviews, translations, and omnichannel syndication.
• Improve campaign performance with personalisation, A/B testing, and audience segmentation.
• Centralise assets and rights, accelerating reuse with renditions and tagging.
• Self-service portals, improving employee productivity with SSO and integrations.
• Accelerate product launches by governing taxonomy, variants, and channel syndication.
• Enhance discoverability using enterprise search, facets, synonyms, and personalisation capabilities.
• Improve accessibility and engagement with captioned videos, transcripts, and analytics.
• Reduce training overhead with in-app guidance.

• Education pricing 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 mandy.finch@mindera.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

893988458958436

Contact

Mandy Finch
07538796404
mandy.finch@mindera.com

About your service

• Service categories:

  Applications

  Content workflow and management

  • Media Services
  • Creative

  Persuasive content management

  • Website Software
  • Product Content Management Applications
  • Content Marketing Applications
  • Video Platforms
  • Digital Adoption Platform

  Enterprise portals and digital workspaces

  • Multi-Audience Portals
  • Integrated Employee Workspaces
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: Mindera content workflow and management service is built around the buyers requirements and may act as a standalone solution or can be a fully integrated extension to any commercially available (COTS) platform
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Community cloud
  • Hybrid cloud
• Service constraints: No constraints due to working with buyer on a bespoke service, to meet the buyers needs
• System requirements:
  • Provide access to content repositories and relevant systems.
  • Define roles, permissions, and workflow approval processes.
  • Supply metadata standards and content classification rules.
  • Provide existing content and documentation for migration purposes.
  • Define reporting requirements and performance metrics for monitoring.
  • Provide access to collaboration and document management tools.
  • Supply security, compliance, and retention policies for content.
  • Nominate staff for training and knowledge transfer activities.
  • Approve automated workflow configurations and integration points.
  • Define notification requirements for tasks, approvals, and updates.

User support

• Email or online ticketing support: Yes, at extra cost
• Support response times: Customised based on client requirements, all time and day options available at request
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: Yes
• Web chat support availability: 24 hours, 7 days a week
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: For a number of clients, including online financial services company we have run extensive testing of an AI assistive chat bot built around the specific buyers call centre operation linking this into the backend data bases and CRM systems. We ran this for a period of 6 months prior to formal release
• Onsite support: Yes, at extra cost
• Support levels: Mindera provides flexible support levels to keep application development services reliable, secure, and effective throughout their lifecycle, aligned to service criticality and operating hours. Level 1: delivers day-to-day assistance during agreed business hours. It includes access to documentation and user guidance, a service desk for incidents and requests, and resolution of common queries, known issues, and basic dashboard or reporting problems. Response and resolution times are agreed through SLA’s. Level 2: builds on Level 1 with deeper technical expertise. Covering investigation and resolution of data quality, performance, and integration issues, configuration changes, and minor enhancements to dashboards and reports. Enhanced Support may include extended hours, faster response and resolution times, proactive monitoring, and scheduled service review meetings. Where required, this level can also provide access to a named Technical Account Manager or Cloud Support Engineer to coordinate issues, changes, and optimisation. Level 3: provides specialist expertise for complex or critical issues, including advanced analytics, machine learning and predictive models, root cause analysis, and performance optimisation. It also offers guidance on information governance, security, explainability, and regulatory compliance. All support follows government best practice for security, data protection, and service management, with documentation and knowledge transfer to support self-sufficiency.
• Support available to third parties: Yes
• AI chatbot: Yes

Onboarding and offboarding

• Getting started: Aligned to our agile software development framework, we provide guided onboarding to help buyers start using the service quickly and securely. This includes account setup, access provisioning, and configuration aligned to organisational requirements.; We provide step-by-step user documentation, quick-start guides, and templates enabling users to access core AI and content workflow features without specialist infrastructure or lengthy setup. Initial walkthrough sessions or knowledge-transfer sessions are available, covering platform capabilities, security controls, data handling, and best-practice usage.; Where required, we support integration with existing systems using standard APIs and connectors, minimising disruption to current workflows. The service includes sample datasets, pre-configured models, or starter use cases to help buyers understand value early and apply AI to their objectives.; Ongoing access to support channels, troubleshooting guidance, and learning resources ensures users can confidently expand usage over time, reducing adoption risk and accelerating time-to-value in line with public-sector delivery needs.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • ODF
  • PDF
• End-of-contract data extraction: Buyers are given access to their datasets, AI model outputs, and any custom configurations in standard, machine-readable formats such as CSV, JSON, or Parquet. Where supported, API-based extraction enables automated or bulk retrieval, allowing seamless migration into other platforms or local systems. Predefined export templates and step-by-step instructions are provided to simplify the process and reduce risk of errors. Data is encrypted during transfer, and all extraction operations are logged for audit and accountability purposes. A retention period is defined to give users sufficient time to complete migration, ensuring no data loss occurs. Once extraction is complete, any remaining user data is securely deleted from the platform according to contract obligations, ensuring privacy and regulatory compliance. This process gives public-sector organisations confidence that their data remains accessible, portable, and secure, even after the contract concludes, enabling a smooth transition to alternative platforms or internal systems.
• End-of-contract process: At the end of the contract, Buyers retain full control over their content workflow and management services. A structured offboarding process ensures that all datasets, model configurations, and analytics outputs can be exported in standard, machine-readable formats such as CSV, JSON, or Parquet. Where applicable, API-based extraction is available for bulk or automated data retrieval. A defined retention period ensures users have sufficient time to migrate data securely to alternative systems. Once data extraction is complete, any remaining information is securely deleted from the platform, in compliance with GDPR and other regulatory standards, ensuring privacy and reducing organisational risk. The contract price includes access to the AI platform, standard compute and storage resources, built-in analytics, dashboards, APIs, and basic support services. Onboarding, user documentation, and access to standard AI/ML models are also covered. Additional costs may arise for premium support, bespoke training, extended storage beyond agreed limits, high-volume compute usage, custom AI model development, or integration services that go beyond standard platform capabilities. All optional services are fully itemised, allowing buyers to choose enhancements according to their operational requirements, ensuring transparent pricing and clear cost management throughout the contract.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Every application is built and based on buyer's technical requirements and scope of project with a mirrored feature set. Functionality differentiators are typically the limitation the mobile operating system limitations, should there be any.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Fully customised based on buyer's requirement and scope of project.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Numerous projects have successfully been through conceptual and beta testing phases with various clients. Each engagement and project is unique so all design and development work is created as a bespoke solution and with a statement of work.
• API: Yes
• What users can and can't do using the API: Fully customised based on buyers requirements to ensure users can set up the services and make changes without limitations based on agreed scope.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • HTML
  • ODF
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: This is fully customised and agreed with the buyer based on project scope. Following approval all aspects of customisation are detailed within the project scope or statement of work.

Scaling

• Independence of resources: For our content workflow and management sytems services, we ensure efficient workload management through dedicated resource allocation, dynamic scaling, and a resilient multi-tenant architecture. Compute, storage, and network resources are continuously monitored and optimised to maintain consistent, predictable performance under varying demand. Users experience reliable access to dashboards, analytics, and AI model training or deployment, without disruption from other tenants’ workloads. Automated resource management and performance monitoring guarantee service independence, transparency, and operational reliability, enabling public-sector organisations to use the platform confidently for mission-critical tasks while maintaining optimal performance throughout the contract period.

Analytics

• Service usage metrics: Yes
• Metrics types: All metrics and reporting are fully customised and agreed with the buyer according to project scope. The details are approved commercially and formalised in a Statement of Work within the contract. Examples of covered metrics include active users, dashboard access, data volume, and data quality, as well as performance indicators such as report load times and uptime. Business intelligence metrics, including reports generated and KPIs used, are included, along with support metrics like incident resolution times and security metrics such as access changes and audit events. This ensures transparency, accountability, and informed decision-making throughout the contract.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Reseller providing extra features and support
• Organisation whose services are being resold: ALL Commercially of the Shelf platforms, Adding features and Support

Staff security

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

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
  • Other locations
• 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: Another external penetration testing organisation
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • 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: A third-party destruction service
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Degaussing
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Where buyer data is hosted in their own cloud environment, data export is not normally required, as the buyer retains continuous access to all data throughout the contract. Data remains within the buyer’s cloud tenancy in structured, commonly used, and machine-readable formats
• 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
  • Legacy SSL and TLS (under version 1.2)
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Legacy SSL and TLS (under version 1.2)

Availability and resilience

• Guaranteed availability: Mindera provides high availability for Content workflow and management services through tiered service-level agreements (SLAs) defined for each engagement. The Standard SLA guarantees 99.9% monthly uptime; Enhanced SLA provides 99.95% with multi-availability zone redundancy; Premium SLA delivers 99.99% with regional failover. Coverage includes AI APIs, platform UI, orchestration endpoints, and scheduled AI workflows operated in the buyer’s cloud. Exclusions include customer-initiated changes, third-party outages, force majeure, and scheduled maintenance of up to 60 minutes per month with 72 hours’ notice. Availability is monitored every five minutes using synthetic probes and real-user monitoring. Uptime is calculated as one minus unavailable intervals divided by total intervals. Buyers can access real-time dashboards, monthly SLA reports, and root-cause analyses for P1 incidents within five business days. If SLA targets are not met, service credits are applied automatically to the next invoice according to the SLA tier. Remedies include 10% credit for 99.0–99.9% uptime, 25% for 95.0–99.0%, and 50% for below 95.0%. For time-and-materials engagements, equivalent no-cost engineering hours are provided. SLA terms, monitoring, and remedies are fully customised, agreed with buyers, and documented in the Statement of Work, aligned with project scope and contractual requirements.
• Approach to resilience: Our Content Workflow and management system is designed to provide high resilience and service continuity. Core infrastructure is deployed with redundancy across compute, storage, and networking components, ensuring service continuity in the event of hardware or network failures. Platform workloads, including model training, inference, and data processing, are distributed and can failover automatically to maintain availability. The service supports horizontal and vertical scaling, load balancing, and automated recovery to handle increased demand or component failures without impacting performance. Data replication, backup, and secure storage ensure that critical datasets and model artefacts are protected and recoverable. Monitoring and alerting systems detect potential issues proactively, enabling rapid intervention where needed. Detailed datacentre architecture and setup information is available on request, under appropriate confidentiality terms. These measures ensure that the AI platform remains reliable, secure, and operational, even during hardware failures, network disruptions, or high-demand periods, providing consistent access and predictable performance for all users.
• Outage reporting: Mindera provides comprehensive outage reporting to ensure buyers have timely, clear, and actionable information about service availability. Each buyer receives access to a fully customised, per-tenant status dashboard or secure portal showing component and regional health, incident timelines, maintenance schedules, and historical uptime. Access is protected via SSO, with incident data also available through authenticated APIs and signed webhooks, including incident ID, severity, affected components, start time, estimated resolution, and remediation updates. Opt-in notifications can be delivered via email, SMS, Slack/Teams, or PagerDuty/Opsgenie, while maintenance notices are shared through calendar feeds. In-product banners highlight active incidents and link to runbooks and workarounds. Our incident management process ensures initial P1 notifications within 15 minutes, updates at least every 30 minutes, preliminary root-cause analysis within 24 hours, and full post-incident analysis within five business days. All communications are timestamped, versioned, and audit-logged, with export options to SIEM via OTLP or syslog. Test alerts validate notification paths and on-call escalation procedures. Incident history, postmortems, SLA impact summaries, and notifications are retained for 12 months. All processes, integrations, and notifications are fully customised to each buyer and documented in the Statement of Work, ensuring alignment with project scope, service criticality, and contractual requirements.

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)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: Mindera enforces strict access controls to protect buyer data and service integrity. Access to management interfaces and support channels is granted on a least-privilege basis, with role-based access control (RBAC) defining permissions for dashboards, data pipelines, CI/CD, and cloud environments. Multi-factor authentication (MFA) and single sign-on (SSO) secure administrative and support access. All access is logged, monitored, and audited, with regular reviews of accounts and permissions. Temporary or contractor access is time-bound and formally approved. These measures ensure secure, controlled, and fully auditable access aligned to buyer-specific requirements.
• 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)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • Username or password

Audit information for users

• Access to user activity audit information: Users have access to real-time audit information
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users have access to real-time 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: Aligned to ISO27001 Mindera follows a comprehensive set of information security policies and processes to protect the confidentiality, integrity, and availability of buyer data. Our approach aligns with UK GDPR, public sector security expectations, and recognised industry best practice, applying security-by-design and risk-based controls throughout the service lifecycle. Our policies cover information security governance, data classification and handling, identity and access management, encryption, secure development, vulnerability management, incident response, and business continuity. Policies are reviewed regularly and updated to reflect changes in legislation, threat landscapes, and technology. Accountability for information security sits with senior management and supported by designated security leadership responsible for policy ownership, risk management, and compliance reporting. Clear reporting lines ensure security risks, incidents, and audit findings are escalated appropriately and addressed promptly. Delivery teams, engineers, and support staff have defined security responsibilities embedded into their roles and delivery processes. We ensure policies are followed through mandatory security training, secure development practices, peer review, and automated controls such as access logging and monitoring. Regular assurance activities, including internal reviews and audits, validate compliance. Security incidents are managed through a formal incident response process, ensuring timely investigation, communication, and remediation in line with contractual and regulatory requirements.
• 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: Our Content Workflow and Management systems platform follows structured configuration and change management processes for stable, secure, and reliable service delivery. All components (applications, development environments, workflows, APIs, infrastructure) tracked, versioned, and documented throughout their lifecycle using tools (Git, Jira, configuration management database) Proposed changes are assessed, approved, and implemented through a formal change management process. Security impacts are reviewed, including data protection, access controls, dependencies, and potential vulnerabilities. Changes are tested prior to deployment, with monitoring and automated rollback procedures in place to minimise disruption. This ensures service integrity, protects sensitive data, and maintains consistent performance throughout the contract.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Our platform follows a proactive vulnerability management approach to protect applications, infrastructure, and data. Potential threats are assessed continuously using automated scanning, penetration testing, and threat intelligence feeds from recognised security sources. Vulnerabilities are prioritised based on severity, impact, and likelihood, and patches or mitigations are deployed promptly according to a defined SLA. Security updates are tested in staging environments before deployment to production to ensure stability. Threat intelligence is gathered from industry advisories, CVE databases, vendor notifications, and public-sector security bulletins. Continuous monitoring and logging verify the effectiveness of patches, ensuring a secure, resilient, and compliant service.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Our platform uses a proactive protective monitoring approach to safeguard applications, infrastructure, and data. Potential compromises are identified through continuous monitoring of system activity, logs, user behaviour, and anomaly detection. Alerts trigger immediate investigation by our security team, with incidents prioritised based on severity and potential impact. Response procedures include containment, mitigation, and remediation steps, supported by predefined runbooks to ensure consistent handling. Critical incidents are addressed within hours, while lower-risk events follow defined SLAs. All monitoring activities are logged, reviewed, and audited to support accountability and compliance. This ensures rapid detection, effective response, and minimal disruption to service continuity.
• 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: Aligned with ISO27001 and ITIIL Mindera uses continuous protective monitoring to identify and respond to potential security compromises. Centralised logging and automated alerts monitor authentication, access activity, configuration changes, and data usage to detect anomalous behaviour. When a potential compromise is identified, the incident response process is immediately triggered, including containment, investigation, and remediation actions. Incidents are assessed, prioritised by severity, and escalated through defined security reporting lines. Critical security incidents are investigated within minutes of detection, with buyer notification and ongoing updates provided in line with agreed SLAs. Post-incident reviews are completed to strengthen controls and prevent recurrence.
• 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: Yes
• Connected networks:
  • Public Services Network (PSN)
  • Police National Network (PNN)
  • Joint Academic Network (JANET)
  • Scottish Wide Area Network (SWAN)
  • Health and Social Care Network (HSCN)

Pricing

• Discount for educational organisations: Yes
• 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: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 402331d9-1da0-4985-a90d-3d7b3560678d
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 4f0742cc-17f2-4962-a944-e3390666f88f
• 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 mandy.finch@mindera.com. Tell them what format you need. It will help if you say what assistive technology you use.