PRICEWATERHOUSECOOPERS LLP

PwC - Perform Plus Performance Improvement Programme

Perform Plus changes the way employees engage, have fun, and excel at work. By marrying PwC’s Perform coaching program with smart technology and data we’re creating highly connected, highly engaged workers. That means more star performers driving stronger business outcomes for our clients.

Features

• 12–14-week custom designed operational excellence coaching programme
• Behavioural change approach that is underpinned and enhanced by technology
• Initial diagnostic to identify opportunities and design implementation approach.
• Ten operational tools implemented alongside business as usual.
• Each tool implemented weekly through design-build-test-improve framework.
• Digital platform designed to enhance the impact of each tool.
• >100 1:1 coaching hours per Team Leader and Manager
• 100-day sustainability planning to ensure new behaviours stick

Benefits

• Perform Plus unlocks performance potential in teams
• Record of delivering a 15-30% performance uplift
• Team Connectivity, brings enterprise wide continuity and connection
• Engagement, Perform Plus gamification unlocks team members potential
• Up competitiveness. Motivate actions. Reward achievement
• Personalised goals, levelling up, and meaningful rewards.
• Visibility: Coaching around personal and group dashboards
• Ability to Track progress. Access key information. Communicate more effectively
• Ability to Solve problems, and make decisions firm wide

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

Framework

G-Cloud 15

Service ID

958590971412425

Contact

Ash Sturgeon
028 9041 5797
uk_tender_tracker@pwc.com

About your service

• Service categories:

  Applications

  Collaborative

  • Team collaboration
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: NA
• System requirements:
  • Provide users ability to monitor tasks, targets, and milestones.
  • Support orchestration of daily huddles and team score visibility.
  • Allow admins to assign teams and manage KPI objectives.
  • Extract performance and engagement data.
  • Ensure real-time dashboards for users and leaders to monitor progress.

User support

• Email or online ticketing support: Yes
• Support response times: PwC responds to questions and incidents in line with defined Incident Management Targets. During normal working days (08:00–18:00 UK time, excluding weekends and English public holidays), response times range from 30 minutes for Priority 1 incidents to 72 hours for Priority 5 incidents, depending on impact and urgency. Resolution targets range from 4 hours (Priority 1) to 100 hours (Priority 4). Response and resolution times are measured only during normal working days; weekends and public holidays are excluded.
• 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: No
• Support levels: N/A
• Support available to third parties: No

Onboarding and offboarding

• Getting started: User guides and admin guides are available and the Perform Plus customer success lead can support on demand onboarding sessions where needed
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: When the contract ends, dedicated client user will extract the data through a secure, controlled off-boarding process that mirrors PwC security standards. In practice, this works as follows:; ; 1. Data preparation; All client data is extracted into the required CSV files, with checks to ensure the data is complete and accurate.; 2. Packaging and protection; The CSV files are compressed into a single ZIP archive and secured with a strong password to protect confidentiality.; 3. Secure password sharing; The ZIP password is shared with the authorised recipient via a separate, approved communication channel, never in the same message or platform as the file itself.; 4. Secure transmission; The password-protected ZIP file is transferred using PwC’s Managed File Transfer (MFT) service (https://mft2go.pwcinternal.com/#/; ), ensuring encrypted transmission and compliance with PwC security requirements.; 5. Confirmation and audit trail; The recipient is notified once the transfer is complete, and the process is documented for audit purposes (date, recipient, confirmation of delivery).
• End-of-contract process: Removing user access, Decommissioning of the environment and provision of data extract is included in the price
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The web application is mobile responsive
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Perform Plus is delivered through a web-based application that acts as the service interface. Users interact with the service via Personal and Team Leader Dashboards, Pre-Huddle, Performance, and the Huddle module.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Interface testing focused on accessibility and assistive technology use. An accessibility audit of Perform Plus assessed keyboard-only navigation, screen reader compatibility, and colour contrast to ensure the interface is operable and perceivable without reliance on a mouse or visual cues. All findings were captured in a detailed accessibility report aligned to WCAG guidelines, documenting issue name, description, affected area (e.g. Pre-Huddle or Dashboard), accessibility principle, priority, and relevant success criteria. While the testing was audit-based rather than live usability testing with assistive technology users, it was designed to reflect real-world usage and identify potential accessibility barriers.
• API: No
• Customisation available: No

Scaling

• Independence of resources: Our solution guarantees that users are not impacted by other clients’ demand through complete resource isolation across compute, storage, and network layers. Each client operates in a segregated environment, eliminating resource contention and ensuring consistent performance. Additionally, the platform supports horizontal scaling by adding nodes to handle increased workloads and vertical scaling by upgrading resource capacity when needed. This dual-scaling approach provides elasticity and stability during peak usage periods. Combined with isolation, these capabilities enable us to maintain predictable service levels, meet SLAs, and deliver a seamless experience regardless of overall system demand.

Analytics

• Service usage metrics: Yes
• Metrics types: Adoption data includes: ; - Active users: Individual user logins; - Engagement: Goals, pre-huddles, post per user and mood per team; - Huddle metrics: Quantity & Quality
• Reporting types:
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

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)
• User control over data storage and processing locations: Yes
• Datacentre security standards: Managed by a third party
• Penetration testing frequency: At least every 6 months
• Penetration testing approach: In-house
• Protecting data at rest: Encryption of all physical media
• Data sanitisation process: No
• Equipment disposal approach: A third-party destruction service

Data importing and exporting

• Data export approach: At contract end, a dedicated client user will receive a data extract via a secure off-boarding process aligned to PwC security standards. Client data is validated and exported into CSV files, which are compressed into a single password-protected ZIP archive. The encrypted file is transferred using PwC’s Managed File Transfer (MFT) service, ensuring secure transmission. Upon completion, the recipient is notified and the transfer is fully documented, including date, recipient, and delivery confirmation, to maintain a clear audit trail.
• Data export formats: CSV
• Data import formats: Other
• Other data import formats: Users can't upload data

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: PwC responds to questions and incidents in line with defined Incident Management Targets. During normal working days (08:00–18:00 UK time, excluding weekends and English public holidays), response times range from 30 minutes for Priority 1 incidents to 72 hours for Priority 5 incidents, depending on impact and urgency. Resolution targets range from 4 hours (Priority 1) to 100 hours (Priority 4). Response and resolution times are measured only during normal working days; weekends and public holidays are excluded.; > Priority 1; Target Incident Response Time: 30 minutes; Target Incident Resolution Time: 4 hours; > Priority 2; Target Incident Response Time: 2 hours; Target Incident Resolution Time: 8 hours; >Priority 3; Target Incident Response Time: 4 hours; Target Incident Resolution Time: 24 hours; > Priority 4; Target Incident Response Time: 24 hours; Target Incident Resolution Time: 100 hours; > Priority 5; Target Incident Response Time: 72 hours; Target Incident Resolution Time: Not Applicable; ; No service credits or refunds will be provided.
• Approach to resilience: PwC has designed the most important aspects of how we deliver client service to be fault tolerant, minimizing any single-points-of-failure. From how we use technology, operate engagement teams, and utilize internal PwC services. Our operations are highly resilient and secure. However, we recognise that even enhanced resiliency has its limitations. Accordingly, PwC Business Continuity Plans (BCP) are constructed with recovery strategies, plans, and processes to allow us to manage facility, personnel, technology, and supplier impacts. They also include immediate resiliency capabilities as well as recovery plans.
• Outage reporting: Our clients are contacted by their PwC engagement team without undue delay of a service outage affecting the clients' data that is in PwC's possession or control.; Contact will occur in accordance with any applicable laws or regulations and within the terms and conditions as stipulated in the PwC – Client contract or SoW.

Identity and authentication

• User authentication needed: Yes
• User authentication: Multi-Factor Authentication (MFA)
• Access restrictions in management interfaces and support channels: Access to the authorised
• Access restriction testing frequency: At least every 6 months
• Management access authentication: Multi-Factor Authentication (MFA)

Audit information for users

• Access to user activity audit information: Users contact the support team to get audit information
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: 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
• Information security policies and processes: The PwC Information Security Policy (ISP) has been developed to ensure the confidentiality, integrity, and availability of the information and technology assets (e.g., IT applications, systems, and facilities) used by the member firms and is aligned to ISO/IEC 27002:2022 Information technology - Security techniques Code of Practice for Information Security Management industry standard. For more information, please see.; https://www.pwc.com/us/en/site/assets/pwc-isp-security-statement.pdf
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: PwC has established and maintains a Change Management (CM) process which includes risk assessment, test and back out procedures, review and approval components. The process is based on the ITIL framework and is responsible for controlling changes to IT Services throughout the service life cycle. The CM process controls/governs the addition, modification or removal of authorised, planned or supported services or service components (Configuration Items) and associated documentation (Knowledge Items). Changes are documented within the system of record. We have a formal Change Advisory Board (CAB) process that reviews change controls in the high and medium risk change categories.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: PwC has established processes and procedures for performing regular vulnerability scans and penetration tests across it's technology environment. Vulnerability scanning of networked devices are performed on a monthly basis at minimum, with penetration testing on internet facing systems being performed at least annually. PwC has a defined, risk-based process for addressing vulnerabilities. Steps include: reviewing, assessing, categorising, summarising, tracking, and applying risk treatments where appropriate. A series of escalations built into our eGRC tool ensure that all identified findings are being addressed appropriately.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: PwC maintains system audit logs for servers and network devices that log the occurrence of system faults and security events and facilitate examination of abnormal activities. Security logs are collected to a central Security Information and Event Management (SIEM) system to prevent modification or removal of admin and user activities. Security related events are logged across the entire PwC technology environment, and retained for a minimum of 365 days.
• 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: PwC has a formal Global Incident Response Plan which includes:; – Reporting mechanisms for an information security event; – Escalation procedure; – An Incident/Event Response team available 24x7x365; – Procedures to collect/maintain a chain of custody for evidence ; – Feedback process to ensure those reporting information security events are notified of the results ; – Event reporting mechanism ; – Actions to be taken in the event of an information security event; – Formal disciplinary process for dealing with security breaches; – Process for assessing/executing client/third party notification requirements; – Postmortem to include root cause analysis/remediation plan, provided to leadership.
• Post-quantum cryptography secure: No

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: Yes
• Description of free trial: Included: The scope and features included in the free trial will be agreed in advance.; Not included: Services, features, or support not expressly agreed as part of the free trial are excluded.; Time period: The duration of the free trial will be defined on a case-by-case basis.
• Link to free trial: N/A

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 Assurance UK Limited
• ISO/IEC 27001 accreditation date: Wednesday 27 November 2024
• What the ISO/IEC 27001 doesn’t cover: Not applicable
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: BSI Assurance UK Limited
• ISO 9001 accreditation date: Tuesday 19 March 2024
• What the ISO 9001 doesn’t cover: Not applicable
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: Yes
• Who accredited the PCI DSS certification: Worldpay by FIS
• PCI DSS accreditation date: Tuesday 18 February 2025
• What the PCI DSS doesn’t cover: PwC UK does not hold a single, firm‑wide PCI DSS certification. However, there are limited, discrete functions within the firm that process payment card data in a restricted and controlled manner, and which are individually PCI DSS compliant for those specific activities only.; Any PCI DSS compliance applies only to those specific functions and systems that process card payments. It does not extend to the wider PwC UK firm, its services, or its technology estate as a whole.
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: A1ea046c-e493-4eba-942a-304da6f49a03
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 7b9817ef-a60d-468b-8511-ae1b9ac25459
• Other security certifications: Yes
• Any other security certifications: ISO 22301 Business Continuity Management

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