ROWDEN TECHNOLOGIES LTD.

Managed Data Ingress

Rowden's Managed Data Ingress Service offers advanced multi-hop technology, strong encryption, customisable routing, and obfuscation capabilities. It is designed to secure online activities, making digital footprints harder to trace, bypassing geo-restrictions effectively, whilst ensuring high-speed access with robust data protection mechanisms in place.

Features

• Layered Encryption: Adds extra security with each server hop.
• Enhanced Anonymity: Multi-server routing obscures user identity.
• Geographic Diversity: Routes through multiple countries for privacy.
• Improved Security: Reduced risk with distributed server architecture.
• Customisable Routes: Choose paths for tailored privacy needs.
• Resistance to Traffic Analysis: Complicates adversaries' tracking efforts.
• Balanced Speed and Security: Offers security with manageable speed impact.
• Obfuscation Capabilities: Masks VPN traffic as regular web traffic.
• Fail-Safe Mechanisms: Kill switches protect data if connections drop.
• Selective Routing: Directs specific traffic outside VPN for speed.

Benefits

• Layered Encryption: Increases security against data breaches.
• Enhanced Anonymity: Makes user tracking significantly harder.
• Improved Security: Reduces risk of network attacks.
• Customisable Routes: Tailors routing for user privacy.
• Resistance to Traffic Analysis: Foils attempts to analyse traffic.
• Balanced Speed and Security: Security with minimal speed loss.
• Obfuscation Capabilities: Circumvents VPN blocks and surveillance.
• Fail-Safe Mechanisms: Prevents data leaks if disconnected.
• Selective Routing: Balances encryption for speed and safety.

• Education pricing available
• Free trial available

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at sales@rowdentech.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

953598552040078

Contact

Sales Team
+44 (0) 117 4285759
sales@rowdentech.com

About your service

• Service categories:

  PaaS

  Data Management

  • Data integration and intelligence

Service scope

• Service constraints: Our managed service excels in providing comprehensive support, including scheduled maintenance, tailored hardware assistance, and robust SLAs. While occasional downtime may occur during maintenance, we ensure advance notification to minimise inconvenience. With stringent SLAs guaranteeing prompt responses and reliable availability, our service maintains the highest standards of performance. Furthermore, our data retention policies prioritise security and compliance, instilling confidence in buyers. These considerations underscore our commitment to delivering a dependable and trustworthy managed solution.
• System requirements:
  • Proof of valid licences for third-party software integration required.
  • Compliance with usage terms outlined by third-party software vendors.
  • Confirmation of permitted usage and distribution rights for licensed software.
  • Documentation of licensing agreements for audit and compliance purposes.
  • Adherence to software version compatibility specifications from third-party vendors.
  • Verification of ongoing support and maintenance agreements for licensed software
  • Licensing keys or activation codes for software installation and activation
  • Regular updates and patches to maintain compliance with third-party software
  • Notification of changes in third-party vendor licensing terms or conditions
  • Licensing details for third-party software for system monitoring and management.
• Cloud deployment model:
  • Public cloud
  • Hybrid cloud

User support

• Email or online ticketing support: Yes
• Support response times: Response times are dependent on service level agreements as agreed with the buyer. Flexible response times can be provided allowing users to ensure support is available when needed, including for operational purpures.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: None or don’t know
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: All support is co-ordinated by each dedicated customer technical account manager and levels are agreed on a customer-by-customer basis.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We help users start using the service by conducting a comprehensive assessment of the client’s requirements, including Key Performance Indicators (KPIs), to tailor a bespoke solution. This assessment continues throughout the service’s lifespan to ensure we can respond quickly and effectively to changing needs. We provide an initial settling-in period to enable users to fully adopt the service, making adjustments as required, followed by a customised onboarding process which may include BYOD, CYOD, or a combination of both. Implementation is aligned to the client’s existing IT and mobile infrastructure to ensure a smooth and practical rollout.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: When a contract ends, users can extract their data through a structured process:; ; Notification and Planning: Users receive detailed instructions and timelines for data extraction.; Access to Tools: Tools within the system allow users to export data in formats like CSV, XML, or JSON.; Guidance and Support: Comprehensive documentation and support teams assist with the extraction process.; Data Verification: Users verify the completeness and accuracy of their exported data.; Secure Transfer: Data is transferred securely, using encrypted methods or protocols.; Deletion Confirmation: Post-extraction, users can request data deletion, receiving confirmation upon completion.; ; This ensures data integrity and compliance with privacy regulations.
• End-of-contract process: At the end of the contract, clients receive a notification about the contract's expiration, allowing time for decisions on renewal or termination. Data extraction is included as part of the contract, enabling clients to securely retrieve their data using provided tools and support. However, any necessary reformatting of this data incurs additional costs.; ; Services are gradually phased out according to the contract terms, with guidance offered on how to effectively transition away. All financial matters, including final billing or refunds, are settled in accordance with the contract. Clients are also invited to provide feedback to help improve service delivery.; ; Included in the contract price are core services or products, basic customer support, regular maintenance, and standard security measures. Additional costs may apply for premium features, advanced support levels, custom integrations with existing systems, and comprehensive training sessions. These additional services allow for greater customization and enhanced functionality but at extra expense.; ; This structured approach ensures clients have a clear understanding of both included services and potential additional costs, facilitating a transparent and efficient contract conclusion.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Our onboarding and offboarding documentation is accessible through a user-friendly online platform, available in various digital formats such as PDF, HTML, and Word, ensuring compatibility across devices. These documents include multimedia resources like video tutorials to cater to different learning styles. Content is designed for clarity, using plain language with searchable headers and indexed formats for easy navigation. Additionally, offboarding procedures feature clear, step-by-step instructions and printable checklists. Support contact details are provided to ensure assistance is readily available for any inquiries or feedback.

Using the service

• Web browser interface: Yes
• Using the web interface: 1) How users can set up the service through the web interface; ; Users can onboard the Managed Data Ingress Service via a web portal by creating or joining an organisation/tenant, configuring access controls (roles, SSO/MFA where enabled), registering data sources (devices, APIs, streams), creating one or more ingest endpoints, and defining routing rules to forward data to approved downstream systems. The portal provides generated connection details (URLs, tokens/certs) and validation steps to confirm successful ingest.; ; 2) How users can make changes through the web interface; ; After setup, users can manage the service through the portal by adding/removing data sources, enabling/disabling endpoints, rotating credentials, updating access permissions, adjusting routing/forwarding rules, and monitoring operational status (health, logs, usage). All changes are tracked through audit history and governed by role-based permissions.; ; 3) Limitations to setup or changes through the web interface; ; Users can self-serve most configuration within defined guard rails, but platform-level controls (infrastructure, core networking, scaling, tenant boundary policies) remain managed by the service operator. Some changes may be restricted by user role, security policy, or governance workflows (e.g., approval for sensitive changes), and advanced transformations or integrations may require API-based configuration or managed support.
• Web interface accessibility standard: WCAG 2.2 AA
• Web interface accessibility testing: In our WCAG 2.2 Level A compliance test, we ensured keyboard accessibility, provided alternative text for images, offered accessible audio/video alternatives, met contrast ratio requirements, labeled form inputs, organised page structure logically, ensured link text conveyed purpose, maintained a logical focus order, adjusted timeouts for user interaction, and ensured status messages were visually apparent
• API: Yes
• What users can and can't do using the API: 1) Users can provision the Managed Data Ingress Service through an API by creating or joining a tenant, defining users/roles, registering data sources, creating ingest endpoints, and configuring routing/forwarding rules programmatically. The API returns the required connection artefacts (endpoint URLs, auth tokens/certificates, source identifiers) so onboarding can be automated and integrated into CI/CD or infrastructure-as-code workflows.; ; 2) Users can update configuration through the API by adding/removing sources, enabling/disabling endpoints, rotating credentials, modifying access controls, and updating routing rules without requiring the web interface. The API also supports querying operational state (health, logs, usage, configuration inventory) to enable automated monitoring, drift detection, and repeatable configuration management.; ; 3) API operations are constrained by the same guard rails as the web interface, including RBAC permissions, policy enforcement, and tenant boundary restrictions. Platform-level capabilities (core infrastructure, network controls, scaling limits, managed trust relationships) are typically not exposed to tenants via API, and some sensitive actions may require additional approval workflows or support intervention. Certain advanced features may be exposed only via specific API versions, admin-only endpoints, or may require managed enablement depending on contractual and security requirements.
• API automation tools:
  • Ansible
  • Terraform
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • HTML
  • ODF
  • PDF
• Command line interface: No

Scaling

• Independence of resources: By delivering a cloud-based solution across multiple UK data centres and collaborating closely with users to understand their capacity and load baseline requirements, we ensure scalability independent of other users. Once operational, our team of expert network and hosting architecture professionals meticulously monitor and manage all service-supporting components to maintain seamless service delivery.
• Usage notifications: Yes
• Usage reporting: Email
• Optimising consumption: No
• Automatic scaling: Yes

Analytics

• Infrastructure or application metrics: Yes
• Metrics types:
  • CPU
  • Disk
  • Memory
  • Network
  • Number of active instances
• 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: Conforms to BS7858:2019
• Government security clearance: Developed Vetting (DV)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CHECK service provider
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Equipment disposal approach: In-house destruction process
• Data sanitisation type:
  • Data Erasure
  • Physical Destruction / Hardware containing data is completely destroyed

Backup and recovery

• Backup controls: Our approach provides continuous protection with an automated schedule. Core data is backed up hourly for the past 24 hours, daily for the past month, and weekly for all previous months, giving users a predictable and resilient history without requiring manual oversight. Users can still tailor what is included, choosing specific data types or applying alternative schedules where operational needs differ. This balance of automation and flexibility ensures critical information is always captured while allowing bespoke exclusions or retention rules. During contract setup, we work with customers to refine backup scope, scheduling, and retention to meet service and compliance requirements.
• Datacentre setup: Multiple datacentres with disaster recovery
• Scheduling backups: Supplier controls the whole backup schedule
• Backup recovery: Users contact the support team
• Backup and recovery: Yes
• RPO/RTO: No

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Other
• Other protection between networks: Post quantum secure data centric networking approach available on request.; Multiple VPN solutions including WireGuard.
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Other
• Other protection within supplier network: Mutual Transport Layer Security (mTLS)

Availability and resilience

• Guaranteed availability: We will provide the user with compensation in the form of a service extension if through the fault of the Supplier the service has been degraded to such a level as to prevent the user from gaining access. All UK datacentres used have a 99.9% uptime. As part of the on boarding process specific business critical SLAs can be requested including the ability to specify critical events that will require additional support or resource.
• Approach to resilience: We build our cloud solutions to utilise the redundant and fault tolerance features of the cloud. Servers can be distributed across multiple availability zones and regions and duplicated where appropriate to provide fault tolerance across all disaster scenarios. Using the latest clustering techniques we are able to provide elastic scaling on demand ensuring high performance is maintained across all traffic demands. We utilise the latest DevOps and Infrastructure-As-Code practices to create dynamic, scalable and resilient applications that are easy to maintain, cost efficient and reliable.
• Outage reporting: In the event of an outage, the Service Delivery Manager contacts the the user to inform them. The User also has full access to a management dashboard with configurable email alerts. Further updates are then communicated using a combination of methods, including the dashboard, phone, or email in accordance with the severity of the outage as documented in our Incident Management process.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: Active Directory (AD) provides centralised identity and access management for users, applications, and systems. It delivers core directory services such as authentication, authorisation, group management, and policy enforcement. AD also supports secure application access, single sign-on, and identity protection features that help organisations manage users consistently, strengthen security, and streamline access across their environments.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Dedicated link (for example VPN)
• Devices users manage the service through: Dedicated device on a segregated network (providers own provision)

Audit information for users

• Access to user activity audit information: Users contact the support team to get audit information
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: User-defined
• How long system logs are stored for: Between 1 month and 6 months

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: Rowden operates a robust Information Security Management System (ISMS) aligned with ISO 27001 and Cyber Essentials Plus, ensuring confidentiality, integrity, and availability of all data. Governance is supported by leadership through the Rowden Management System (RMS), integrating security with quality and environmental standards.; Core policies include:; ; Information Security Policy: Covers encryption of sensitive data, secure handling of assets, and compliance with legal and contractual obligations.; Network Security Policy: Enforces multi-factor authentication, strict access controls, and timely patching of network devices.; Event Reporting Policy: Requires immediate reporting of incidents via designated channels, with escalation to senior management and regulators when necessary.; ; Processes underpinning these policies include role-based access control, documented incident response plans, and continuous audit and monitoring of systems and service providers. Regular risk assessments and a maintained Statement of Applicability ensure controls remain effective.; Rowden also holds ISO 9001, ISO 14001, and JOSCAR registration, demonstrating commitment to operational resilience and defence supply chain compliance. These measures collectively safeguard sensitive information and maintain trust with clients operating in high-security environments.

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: All changes to component configuration are submitted to a Minor or Major change management process with the aim of maintaining operational service whilst incorporating the change as quickly as possible. All changes are technically reviewed, risk-assessed, scheduled and then re-reviewed post-implementation.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: In our vulnerability management process, we assess threats through diverse sources like threat intel feeds and vendor advisories. We promptly deploy patches, prioritising critical ones for immediate action, staging others to minimize disruptions. Information sources include official vendor announcements, CVE databases, and security forums, ensuring timely response to emerging threats.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Our protective monitoring processes involve:; Identifying Potential Compromises: We use automated and manual tools to monitor network traffic, logs, and user activity for anomalies.; Response to Compromises: Upon detection, we follow defined procedures to manage the incident, where applicably escalating to our incident response team for investigation and containment.; Incident Response Time: We define RTOs and RPOs for systems within our environment, and have SLAs to manage incident response time from our SOC team.
• Incident management type: Supplier-defined controls
• Incident management approach: Our incident management processes include predefined procedures for common events, ensuring a systematic response. Users report incidents through email, online forms, or phone hotlines, promoting prompt resolution. Incident reports are generated post-resolution, detailing the event's timeline, impact, root cause analysis, remediation actions, and preventive measures. These reports enhance transparency and facilitate organisational learning.
• 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)

Separation between users

• Virtualisation technology used to keep applications and users sharing the same infrastructure apart: Yes
• Who implements virtualisation: Third-party
• Third-party virtualisation provider: AWS, Google, MS Azure
• How shared infrastructure is kept separate: Cloud providers ensure organisations sharing the same infrastructure remain isolated through layered security controls. Virtualisation and containerisation enforce strong separation of compute, memory, and storage. Software-defined networking prevents traffic from crossing between tenants unless explicitly allowed. Identity and access management provides strict logical boundaries, ensuring only authorised users and systems access resources. All data is encrypted at rest and in transit, with cryptographic wiping when resources are recycled. Control-plane APIs apply authenticated, per-tenant isolation for all operations. Independent audits and compliance frameworks validate that these technical and procedural controls maintain strict tenant separation across shared cloud environments.

Energy efficiency

• Energy-efficient datacentres: Yes
• Description of energy efficient datacentres: The cloud infrastructure in Europe is hosted on modern, hyperscale data centres designed to maximise energy efficiency and minimise environmental impact. These facilities use advanced virtualisation, high-efficiency servers, and optimised cooling systems to reduce overall power consumption. Continuous monitoring of power usage and data-centre performance supports improvements in both operational efficiency and sustainability.; Energy usage is reduced through automated workload scaling, modern hardware refresh cycles, and efficient network and storage architectures. The provider implements low Power Usage Effectiveness (PUE) designs, employs renewable energy where available, and follows best practices for responsible water use and heat-recovery systems.; Operational processes also reflect the Code’s intent: equipment is maintained to energy-efficient standards, unused capacity is optimised, and data-centre layouts and airflow management follow industry best practice. Security and resilience requirements are met without compromising efficiency.; Although participation in the EU Code of Conduct is voluntary, the architectural and operational approach taken by our cloud provider aligns with its principles: efficient facility design, responsible energy management, low-impact cooling, renewable energy adoption, and continuous improvement of operational efficiency.

Pricing

• Discount for educational organisations: Yes
• Free trial available: Yes
• Description of free trial: Rowden will support the user to define what they want to trial before providing a 2 week free to use trial. All data generated by the user will be available for export if required.
• Link to free trial: N/A

Discount

• Provide your minimum discount applicable to your baseline prices: 2%

Formula for calculating price of your services

• Formula for calculating price of your services:

  Which of the core deployment models you intend to offer

  Private Cloud

  Private Cloud - Formula for calculating price of your services

  ---

  Total Cost

  The Total Cost for a buyer's call off requirement in a Private Cloud Deployment

  =

  Baseline Pricing

  In our uploaded pricing documents

  -

  Minimum Discounting

  2%

  +

  Onboarding Activity

  Onboarding costs may vary based on your specific requirements, please confirm with suppliers during the clarification process

  +

  Additional sources of cost

  N/A

  -

  Additional sources of cost reduction

  N/A

  ---

• Total Cost: The Total Cost for a buyer's call off requirement in a Private Cloud Deployment
• Baseline Pricing: In our uploaded pricing documents
• Minimum Discounting: 2%
• Onboarding Activity: Onboarding costs may vary based on your specific requirements, please confirm with suppliers during the clarification process
• Additional sources of cost: N/A
• Additional sources of cost reduction: N/A

Mandatory certifications

• Mandatory certifications:

  Are you are bidding to offer IaaS and/or PaaS as a reseller or are you in sole control of the infrastructure

  Sole Control of the Infrastructure

  ISO 9001 certification

  Provided

  ISO 14001 certification

  Provided

  ISO 27001 certification

  Provided

  ISO 20000-1 certification

  Provided

  ISO 27017 certification

  Provided

  Are you bidding to provide services under Lot 1b or both Lot 1a and Lot 1b?

  Yes

  ISO 27018 certification

  Provided

Cyber Essentials

• Do you have a Cyber Essentials Plus certificate?: Yes
• Cyber Essentials Plus certificate Number: 3442e527-13f4-4ef6-b092-5f114ab88ee4

Non-mandatory Standards and certifications

• ISO 28000:2022 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• 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
    • 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
    • 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
    • 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.
    • 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
    • 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

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at sales@rowdentech.com. Tell them what format you need. It will help if you say what assistive technology you use.