CAPITA BUSINESS SERVICES LTD

Capita Hybrid Mail

Capita Hybrid Mail is a secure managed SaaS service that streamlines physical and digital mail. Users upload documents, and Capita handles printing, fulfilment, and digital delivery. It provides GDPR compliant processing, tracking, and reporting, helping organisations cut costs, boost efficiency, and improve sustainability.

Features

• Consolidated print production and postal optimisation through Capita’s managed service.
• Automated secure document submission, batch processing, and approval workflows.
• Secure UK hosting with ISO27001 & CE+ certification
• High Availability architecture and Disaster Recovery & ISO22301 certification.
• Print fulfilment and eDelivery with automatic fallback to print.
• Real-time tracking, audit trails, and Management Information dashboards.
• Approved templates and automated quality checks e.g. address validation.
• Digital-first approach, postal consolidation, and optimised batch printing.
• Autoscaling SaaS platform to meet demand.
• UK-based helpdesk, automated incident logging, and structured SLAs

Benefits

• Lower operational costs compared to in-house print and post.
• Focus employee activity on meaningful work vs manual fulfilment.
• Protect sensitive data and meet GDPR requirements.
• Maintain service availability during disruptions.
• Flexible communication options for recipients.
• Track every communication for compliance and reporting.
• Maintain professional, on-brand communications.
• Reduce carbon footprint and paper waste.
• Adapt quickly to changing volumes and remote working needs
• Reliable assistance and rapid issue resolution.

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

Framework

G-Cloud 15

Service ID

935347215404105

Contact

Capita Business Services Ltd
08702407341
engagewithus@capita.com

About your service

• Service categories:

  Applications

  Content workflow and management

  • Document
• Multi cloud support: No

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: Goneaway Service deals with mail that cannot be delivered.; ; Return to Base Services Electronic archive for compliance, audit, and customer service purposes.; eDelivery service sends customer communications via email or SMS instead of physical mail.; Revert to Print Service automatically reverts to the print channel to ensure delivery of communications.
• Cloud deployment model: Public cloud
• Service constraints: N/A
• System requirements:
  • Print driver requires Microsoft supported version Windows client/server OS
  • Web Browsers requires supported versions (Chrome, Edge, Firefox, Safari
  • Intel Xeon™ CPU 3.00 GHz, i3 or higher processor
  • 150MB Disk storage
  • 1GB RAM
  • Monitor minimum resolution of 1024x768.

User support

• Email or online ticketing support: Yes
• Support response times: P1 Critical - Full loss of service affecting multiple users and/or production functionality causing major business impact. 1 Hour*; ; P2 High - partial or intermittent loss of service affecting multiple users and/or production functionality causing medium business impact 2 Hours*; ; P3 Medium - Loss or delay in service of a particular system function affecting multiple users and/or production functionality causing low business impact. 1 Working Day; ; P4 Low - timed case, individual user issue, user admin, request for information, enhancement, new features, question, or suggestion with no critical business impact. 1 Working Day; ; * 9:00am to 5:00pm Working Days
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: No
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: Standard support offering
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Capita provides a structured, end‑to‑end onboarding and training approach to ensure users can adopt the service quickly and confidently. Our onboarding process begins with account creation and secure access setup, including identity integration where required. Capita then configure the system to match customer workflows, templates, branding and approval processes, ensuring a seamless transition into service use.; ; To support users, Capita provide a comprehensive suite of training and guidance materials. This includes clear user guides, step‑by‑step system usage videos, and tailored training sessions for administrators and end‑users. These sessions cover document upload, approval flows and tracking features, enabling users to become productive immediately.; ; Capita also offers structured project onboarding management, ensuring stakeholders are supported throughout the rollout. A hypercare period is provided at go‑live to give enhanced support during early use, with on‑site training available where commercially agreed. ; ; This combination of documentation, video guidance, training and dedicated onboarding support ensures that all users are equipped to adopt the service effectively from day one.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: When a customer’s contract ends, Capita provides clear, controlled options to ensure all data is retrieved securely and in line with agreed retention policies. Customers can extract their information directly using the service’s self‑serve capabilities, allowing them to download data independently before access is removed. Alternatively, Capita can provide a managed “return‑to‑base” service, where data is packaged and transferred back through an agreed secure method, ensuring full auditability and compliance.; ; The service is designed so that data is typically transient: items are processed, delivered, and then automatically removed based on our standard retention period, which is normally 30 days unless a different duration has been contractually agreed. This means that by the point of contract termination, the volume of retained data is usually minimal.; ; All extraction and deletion activities follow Capita Capita’s ISO27001‑aligned processes, ensuring that data is protected throughout the offboarding phase. Detailed logs of access, transfer, and deletion can be provided on request. If customers require assistance or need data presented in a specific format, this can be arranged through our service team as part of the agreed exit plan.
• End-of-contract process: A formal end-of-contract process is initiated, covering: ; ; Deactivation of user accounts and removal of credentials.; ; Secure deletion of residual data from Capita systems after confirmation of successful transfer.; ; Confirmation of compliance with client and ISO standards for data handling.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: Yes
• Compatible operating systems: Windows
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Mobile version does not support the print driver; documents can only be submitted via the upload function.
• Service interface: No
• User support accessibility: WCAG 2.2 AA
• API: Yes
• What users can and can't do using the API: Users can integrate with the service through a secure API designed solely for automated document submission. Once authenticated, users can configure their connection, send print ready documents, specify output options (such as postage class, channel, and pack composition), and track submission status. The API enables organisations to embed Hybrid Mail into their existing workflows without requiring access to the web portal.; ; Users can make changes to submission parameters via the API, including updating job metadata, altering delivery options, or cancelling submissions before processing begins. Configuration updates—such as sender details, department identifiers, or cost centre mappings—can also be managed programmatically where enabled.; ; The API is deliberately scoped to protect service integrity. It does not provide access to operational management interfaces, user administration, reporting dashboards, or system level configuration. Users cannot interact with approval workflows, view or modify documents once submitted, or override processing stages. Structural changes—such as new templates, branding, or routing logic—must be completed through managed onboarding rather than via API calls.; ; Overall, the API provides a controlled, secure mechanism for automated document ingestion and submission, while restricting administrative or workflow based actions to protect service governance.
• API documentation: Yes
• API documentation formats: HTML
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Users can tailor the service to align with their organisational branding and operational processes. Customisable elements include platform branding, user roles and permissions, approval paths and workflow steps, custom inserts, Business Rule Engines (BREs), letterheads, envelope types and any additional configuration required to support a client’s preferred document production process.; ; Most configuration can be completed through the platform’s self‑service administration console. Administrators can update branding assets, define approval flows, assign or amend user roles, upload custom inserts, and configure rulesets such as BRE logic or letterhead selection. Workflow changes can be made through guided configuration screens without requiring code changes, enabling clients to adapt their processes as their needs evolve.; ; Customisation is typically completed by client‑side administrators with the appropriate role-based permissions. Where preferred, Capita can manage all configuration on behalf of the client as a fully managed service, ensuring controlled change, auditability, and alignment with the client’s governance requirements.

Scaling

• Independence of resources: Capita ensure users aren’t affected by demand from others by running the service on a fully autoscaling Kubernetes platform. Capacity scales up automatically when load increases, ensuring consistent performance during peaks across all customers. Workloads are managed through Kubernetes resource controls (requests, limits and prioritisation) to prevent any single user from monopolising compute or storage. Continuous performance monitoring tracks utilisation, latency and throughput so scaling actions trigger proactively. This approach maintains stable performance for all users even during sudden spikes in demand, ensuring service quality remains unaffected.

Analytics

• Service usage metrics: Yes
• Metrics types: Capita provide clear, actionable service metrics covering every step of the production and delivery process.; These include the total number of produced packs, broken down by customer, template, and job type; postage type selected (e.g., 1st class, 2nd class, tracked services); full pack content detailing inserts, attachments, and page counts; chosen delivery channel (physical mail, secure digital delivery, or hybrid output).; Metrics are available via dashboards, scheduled reports, and exportable data feeds for audit, reconciliation, and operational insight.
• Reporting types:
  • Real-time dashboards
  • Regular reports
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Reseller providing extra features and support
• Organisation whose services are being resold: Paperpost

Staff security

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

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: No
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CHECK service provider
• Protecting data at rest: Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: Users can export their data at any time using the platform’s self serve functions. Content— including documents, metadata, audit trails and case structures—can be downloaded in standard, open formats suitable for migration or long term archiving.
• Data export formats: Other
• Other data export formats: Pdf (.pdf)
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • PDF (.pdf)
  • DOCX
  • DOC
  • ZIP
  • PS
  • PCL
  • XPS
  • RTF
  • JSON

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: Capita guarantee 99.95% service availability for our platform. This level reflects the resilience of our cloud hosted architecture, with redundancy built into all critical components and continuous monitoring to ensure consistent service performance. Availability is measured monthly and covers end to end service elements including submission, processing, and outbound delivery.; ; To maintain this level of uptime, our operations team uses 24/7 monitoring, automated alerting, and ITIL aligned incident management processes. Any degradation in service triggers immediate investigation, with escalation paths and resolution targets built into our operational model. Customers are kept informed through email notifications and agreed communication channels.; ; If availability falls below the guaranteed level, Capita provide full transparency through incident reporting, including root cause analysis and corrective actions to prevent recurrence. This ensures customers have clear visibility of service health and the steps taken to maintain long term reliability.; ; Our approach focuses on high availability by design, rapid response, and continuous improvement to minimise any impact on customers.
• Approach to resilience: Our service is architected for high resilience using a High Availability (HA) active‑active design across dual UK data centres. Load balancing, continuous health monitoring, and automated failover ensure minimal downtime and uninterrupted service delivery. Application components are deployed across Azure UK South and UK West, providing regional redundancy and alignment with government requirements for geographic resilience.; Core platforms follow Capita’s cloud architecture standards, including SQL Always On clustering, autoscaling AKS containers, and PaaS services such as Azure SQL, Functions, and Logic Apps to maintain workload continuity even during component failures. Regular, automated backups are stored within the primary region and replicated to the paired region, ensuring recoverability in the event of infrastructure loss.; ; Resilience is strengthened through centralised monitoring, alerting, and defined escalation paths to detect and resolve issues quickly. Infrastructure is hardened and operated in line with NCSC Cloud Security Principles, including asset protection, resilience, and secure administration practices.
• Outage reporting: Capita operates continuous service monitoring through Azure Monitor, Log Analytics, and integrated SIEM/SOC telemetry, ensuring that any deterioration in service performance is detected promptly.; When an issue arises, we prioritize direct, proactive communication over passive monitoring tools. To ensure your team is notified instantly without having to monitor an external site, automated alerts are sent via email to nominated operational contacts and client representatives. This direct-to-inbox approach ensures that critical information is received immediately, providing a more personalised experience than a public dashboard or API.; ; All incidents are classified according to severity, ensuring proportionate escalation. Once an outage is identified, Capita initiates a defined incident management process:; Initial Notification: A detailed email outlining the nature of the issue, impacted components, and immediate workarounds.; Active Updates: Continuous communication throughout the triage and root cause assessment phases.; Resolution: Confirmation of service restoration and follow-up reporting.; ; By focusing on dedicated email alerts rather than generic dashboards, we guarantee that the right people on your team have the specific context they need to maintain operational continuity.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
• Access restrictions in management interfaces and support channels: Capita enforces Multi‑Factor Authentication (MFA) and Conditional Access through Microsoft Entra ID, including location‑based controls, to ensure only authorised, context‑verified users can authenticate.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • 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 have access to real-time audit information
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards:
  • ISO/IEC 27001
  • Other
• Other security governance standards: Cyber Essentials Plus
• Information security policies and processes: This service operates under Capita’s Group Information & Cyber Security framework, implementing an ISO 27001‑certified Information Security Management System across all our operational sites. Governance covers policy stewardship, risk‑based controls, physical security, data loss prevention, and secure remote access. Capita maintains ISO 22301 business continuity certification, runs regular resilience exercises, and manages incidents through a formal plan and assurance portal. Data governance roles are clearly defined, and supplier security is monitored. Independent audits, documented reviews, and transparent client artefacts such as ISO certificates and policy extracts demonstrate Capita’s commitment to robust security governance and continuous improvement.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Capita operate a formal ITIL aligned configuration and change management process. All service components are recorded in a controlled CMDB, tracked from deployment through retirement with versioning, ownership, and dependency mapping. Changes follow a structured workflow including impact assessment, risk rating, and peer/technical review. Security impact is evaluated against ISO 27001 controls, considering data sensitivity, access rights, vulnerabilities, and potential service disruption. High risk changes require CAB approval and, where applicable, security specialist sign off. All approved changes are tested, documented, and monitored post implementation to ensure integrity, traceability, and compliance across the service lifecycle.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Capita follows CIS aligned continuous vulnerability management, using regular automated scanning across all platforms to identify risks. Findings are triaged by severity and tracked to closure through formal change and release processes. Patch deployment follows a monthly cycle, with accelerated deployment for critical threats, validated through Dev/Test/Prod stages before release. Threat intelligence is sourced from Microsoft Defender, Tenable scanning outputs, vendor advisories, and Capita’s central Vulnerability Management Team. Security events and emerging CVEs are assessed jointly by Capita Operations and SOC, ensuring rapid prioritisation and remediation. This approach maintains strong CIS benchmark alignment and ongoing security assurance.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Capita uses 24/7 SOC-led protective monitoring to detect anomalous activity through SIEM correlation, threat intelligence, and continuous log analysis. Potential compromises are identified via automated alerting, analyst triage, anomaly detection, and MITRE aligned use cases. When a compromise is suspected, SOC analysts investigate, contain, and escalate incidents following Capita’s approved incident management pathways. Response actions include remediation guidance and rapid escalation to senior security teams for major incidents. Incident response adheres to defined SLAs, ensuring swift investigation and action.
• Incident management type: Supplier-defined controls
• Incident management approach: Capita operates a formal Incident Management Plan supported by a Cyber Incident Response Plan aligned to ISO 27001 and ISO 22301. Incidents are categorised by severity with clear workflows for containment, investigation, escalation, and recovery. Scenario-based exercises keep processes effective. Users raise incidents through the Business Assurance Portal, which supports root cause analysis and corrective actions, while technology issues are triaged via ServiceNow. High impact events follow immediate escalation procedures. Incident reports include findings, root cause, and remediation, shared internally and with clients when required. Lessons learned feed into management reviews, driving continuous improvement and strengthening organisational resilience.
• 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: No
• Free trial available: No

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

• Less than £250,000: 0%
• Between £250,000 and £500,000: 0%
• Between £500,001 and £1,000,000: 0%
• Between £1,000,001 and £2,500,000: 0%
• Between £2,500,001 and £5,000,000: 0%
• Over £5,000,001: 0%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: BSI
• ISO/IEC 27001 accreditation date: Sunday 20 December 2026
• What the ISO/IEC 27001 doesn’t cover: The following is covered by the scope of the certificate; the delivery and support of CCS IT infrastructure, operations, architecture and associated compliance and facilities management undertaken within the UK data centres.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: BSI
• ISO 9001 accreditation date: Wednesday 6 November 2024
• What the ISO 9001 doesn’t cover: The certificate does not cover services not aligned to managed IT, hosting, software support or defined consultancy lines. Client activities that sit entirely outside the described service model.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: Bdb56135-0d75-4200-a4a2-869acbccdc14
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 4d6a0d65-e626-4733-98e8-c2366950db47
• Other security certifications: Yes
• Any other security certifications: ISO 22301 Security and Resilience Business Continuity Mangement

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