TRICOSTAR SOFTWARE LTD

TCM Edge AI Legal Case Management Software for Legal Teams

TCM Edge is an AI-powered, cloud-based legal case management solution built on Microsoft 365 Power Apps. With Microsoft Copilot included, it suggests and automates routine tasks, streamlining workflow. Seamlessly integrated, it's secure, configurable, and scalable; and delivers significant time savings, productivity, and efficiency improvements for modern legal operations.

Features

• AI-driven case and matter management automation
• Seamless Microsoft 365 and Power Apps integration
• Automated time recording and billing
• Configurable workflows and user dashboards
• Integrated email and document management
• Advanced reporting and analytics tools
• Secure client portal for client collaboration
• Automated risk and conflict checks
• Compliance with GDPR and SRA Accounts Rules
• Fully integrated court and document bundling

Benefits

• Significantly reduces admin time, boosting fee earner productivity
• Uses AI to automate repetitive tasks for efficiency gains
• Lowers training, oboarding and support costs significantly
• Enhances compliance and data governance
• Improves collaboration with integrated tools
• Scales easily for growing legal teams
• Enables remote, secure access anywhere
• Provides actionable insights with advanced analytics
• AI task prediction and management
• Increases billable hours and revenue potential

• Education pricing available

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

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

Framework

G-Cloud 15

Service ID

971116516227865

Contact

James Lawler
0333 220 5081
gcloud@tricostar.com

About your service

• Service categories:

  Application Development and Deployment

  Application platforms

  • Model driven application platforms
• Multi cloud support: No

Service scope

• Software add-on or extension: Yes
• What software services is the service an extension to: Microsoft 365
• Cloud deployment model: Private cloud
• Service constraints: TCM Edge is a cloud‑native Microsoft 365 solution designed for high availability with no planned downtime for patches or updates. Because the platform is deployed entirely within Azure and uses Microsoft Graph services, updates are applied seamlessly without interrupting access to the application, unlike legacy TCM which required daily patch windows. TCM Edge has no specific hardware dependencies and operates through standard modern browsers. Any temporary service constraints would relate only to Microsoft 365 platform availability or scheduled Azure maintenance, which is managed by Microsoft and typically performed without user‑visible disruption.
• System requirements:
  • Microsoft 365 tenant with secure Azure Active Directory access.
  • Microsoft Power Platform licence.
  • Browser access via modern Edge, Chrome, or equivalent supported browsers.
  • No local installation or specialist hardware required for users.
  • Internet connection required for cloud‑hosted application access.
  • Optional integrations may require Microsoft Graph permissions.
  • Antivirus handled at organisation’s device or endpoint level.
  • Works across desktop, laptop, and mobile browser environments.

User support

• Email or online ticketing support: Yes
• Support response times: Subject to SLA agreed with client - Standard responses are: Emergency 1hr, High 2hrs, Medium 4hrs, Low 8hrs.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• 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: Our standard support service provides for responses to bugs or system failure. We have a standard SLA which allows for a response from 1- 8 hours subject to severity. Our premium service is more wide-ranging and operates to the same SLA. Our support service as standard operates between 9.00am to 5.30pm - UK business days and excludes public holidays and weekends. Standard is included in licence cost. Premium is based on numbers of users.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We aim to provide all onboarding services remotely to aid with remote working. This includes online training sessions, which are delivered in manageable sessions and recorded to form part of the online academy for future reference and onboarding. We can provide onsite training on request. Full written user and admin documentation is provided. We provide full consultancy and project management services and have extensive data migration experience if moving you from a legacy system and supplier.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: We offer 3 exit scenarios for the customer ('Buyer') to choose from:; ; Scenario 1:; The Buyer can export their data directly from the application interface.; • No charge unless Tricostar's services are required.; ; Scenario 2:; • The Buyer requests that the data in its default structure (in CSV format) and documents are packaged up on their behalf and delivered by Tricostar.; • A fixed fee estimate would be provided once the scope is understood.; ; Scenario 3:; • The Buyer requests that the data is exported in a specific structure and format for import directly into another system.; • A fixed fee estimate would be provided once the scope is understood.
• End-of-contract process: Any services provided by Tricostar at the request of the client at the end of a contract are chargeable, save for if the client wishes to export any data themselves.
• Documentation accessibility standard: WCAG 2.2 AAA

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: Screens are mobile optimised.
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: The service interface is Microsoft Power Apps which is WCAG 2.1 AA as standard. This enhanced by: Using standard controls whenever possible. Testing with keyboard only. Testing with screen readers. Using the Accessibility Checker early and often. Following WCAG 2.1 AA contrast ratios (4.5:1 for text).
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: We have developed using the Accessibility Checker (built into Power Apps Studio).
• API: Yes
• What users can and can't do using the API: The Power Platform enables you to access internal or external resources using connectors available within the Power Platform and O365 ecosystem. API requirements and pre-requisites are available on request.
• API documentation: Yes
• API documentation formats: HTML
• API sandbox or test environment: No
• Customisation available: Yes
• Description of customisation: Users/Admins can modify existing - or create - Reports, Workflow, Tasks and Processes, and AI Snippets.

Scaling

• Independence of resources: TCM Edge guarantees resource independence through its cloud‑native, Microsoft Azure‑based architecture. Each major function runs as a separate microservice, ensuring workloads are isolated so heavy usage in one area does not impact overall system performance. The underlying Azure infrastructure automatically scales resources to meet demand, maintaining consistent response times even during peak activity. Because TCM Edge is built on the Microsoft Power Platform and Dataverse, it benefits from Microsoft’s multi‑tenant performance management, load balancing, and automatic optimisation. This ensures every user receives stable, predictable performance regardless of how many users or departments are active simultaneously.

Analytics

• Service usage metrics: Yes
• Metrics types: User access audit + audit and tracking of all data fields.
• Reporting types:
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Reseller providing extra features and support
• Organisation whose services are being resold: Microsoft 365 Power Apps

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Security Clearance (SC)

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 every 6 months
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
  • Other
• Other data at rest protection approach: RBAC, MFA, DLP, logical isolation, regional replication
• 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 Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Users can export their data from TCM Edge through its integrated reporting and data‑handling features. TCM Edge provides robust Power BI reporting, enabling users to generate and download tailored reports containing client, case, financial, or operational data directly from the system. Data extracts can also be produced in CSV format when required for migration or external analysis. Exports are created securely through the interface or structured extract processes, ensuring users can obtain complete datasets aligned with organisational reporting or integration requirements.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • Documents (in native format)
  • JSON, XML, ZIP, DOCX / DOC
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • CVS
  • XML
  • ZIP

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • Other
• Other protection between networks: Conditional access policies in Microsoft Entra ID
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • Other
• Other protection within supplier network: Conditional access policies in Microsoft Entra ID

Availability and resilience

• Guaranteed availability: We aim to guarantee 99.9% uptime and availability for all aspects of the app which are within our control i.e. save for Microsoft outages or force majeure. Our standard SLAs are available on request. We do not offer credits for downtime.
• Approach to resilience: For security reasons this information is available on request.
• Outage reporting: Outages are reported via the customer support portal and email.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • 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: TCM Edge enforces strict access controls through Microsoft 365 identity, Security Groups, and role-based permissions. Access to management interfaces is limited using Territories, Profiles, and Teams, which define data boundaries, visibility, and allowed functions. Sensitive matters can be restricted using pseudo‑teams such as “0‑Private.” All administration requires authenticated M365 accounts, and privileges are assigned through Entra ID security groups. Audit logs capture all key actions for accountability. Support channels follow least‑privilege principles, with access granted only when required to diagnose issues.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • 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: User-defined
• How long system logs are stored for: User-defined

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: TCM Edge is deployed entirely within each client’s Microsoft 365 tenant, ensuring that all information security controls inherit Microsoft’s enterprise‑grade protections, including identity management, encryption, compliance frameworks and continuous security hardening. Security is positioned as a core principle of the platform, with built‑in data encryption, secure document handling, granular user permissions and mandatory multi‑factor authentication to ensure only authorised users access sensitive information. TCM Edge also provides GDPR, FOI and DSAR compliance through advanced search, data‑erasure capability, consent tracking and field‑level masking. ; ; Tricostar follows structured security governance processes. Risk management activities and risk registers are maintained with ISO where organisational risks, mitigation plans and ongoing assessments are documented. Penetration‑testing results and Microsoft security assessments are reviewed, tracked and remediated, with vulnerabilities recorded and prioritised for closure. Policies including the Data Classification Policy and wider information‑security procedures guide how data is labelled, accessed and protected.; ; The reporting structure includes senior leadership overseeing security reviews, coordinating remediation work and ensuring compliance across development and operational teams. Regular security assessments, gap analyses and structured escalation ensure that policies are followed, documented and continuously improved across the organisation.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Configuration and change management approach: TCM Edge is built on the Microsoft Power Platform and operates within each customer’s Microsoft 365 tenant, ensuring all configuration changes follow Microsoft’s governed application lifecycle. Platform components—including entities, workflows, agents, templates and integrations—are version‑controlled and tracked through their lifetime using structured configuration management and environment separation (development, test, production). Changes are assessed for security impact through Tricostar’s ISO‑aligned risk management processes, penetration‑test findings, and Microsoft security assessments, ensuring vulnerabilities are identified, logged and remediated before release. Senior leadership reviews and approves changes, ensuring governance, traceability and consistent compliance.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: TCM Edge benefits from Microsoft 365’s continuously updated security platform, where patches and fixes are applied seamlessly by Microsoft without service downtime. Tricostar identifies and assesses threats through regular penetration‑testing, Microsoft security assessments and ISO‑aligned risk‑management activities, with vulnerabilities logged, prioritised and remediated as part of formal governance reviews. Critical and high‑severity findings are reviewed and resolved following structured remediation procedures. Threat intelligence is gathered from Microsoft’s security ecosystem, external advisories and ongoing vulnerability‑scan outputs, ensuring emerging risks are assessed promptly and appropriate security updates are deployed quickly and consistently.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: TCM Edge benefits from Microsoft 365’s built‑in protective monitoring, including continuous security auditing, access‑control enforcement and automated detection of suspicious activity within each customer’s Microsoft tenant. Potential compromises are identified through Microsoft security alerts, penetration‑testing results and Tricostar’s ongoing security reviews. When an issue is detected, Tricostar works with the customer to harden access, update credentials, restrict network exposure and apply Microsoft security controls, as demonstrated in protective actions taken following attempted unauthorised access incidents. Incident response is initiated immediately and issues are remediated as rapidly as possible using established procedures.
• 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: TCM Edge incidents are managed through Tricostar’s ISO‑aligned Incident Management Procedure, which includes predefined processes for common events such as access issues, workflow errors and service disruption, as outlined in the organisational playbook. Users report incidents via the support portal, where issues are logged, prioritised and assigned to support analysts, with full audit trails recorded. Incident reports are provided using Tricostar’s standardised reporting template, which includes root‑cause analysis, containment, recovery and lessons learned.
• 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: Yes
• Free trial available: No

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

• Less than £250,000: 5%
• Between £250,000 and £500,000: 7.5%
• Between £500,001 and £1,000,000: 10%
• Between £1,000,001 and £2,500,000: 10%
• Between £2,500,001 and £5,000,000: 10%
• Over £5,000,001: 10%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Citation ISO Certification Limited
• ISO/IEC 27001 accreditation date: Monday 23 June 2025
• What the ISO/IEC 27001 doesn’t cover: Nothing explicitly stated on the certification
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: D8da1644-c2ca-4cf5-9335-8a4992d5173a
• Cyber essentials plus: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• 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 apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Ensuring new workers are informed of their right to join a trade union
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
    • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
    • Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
    • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
    • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Volunteering opportunities for staff
    • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
    • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
    • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
    • How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
    • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
    • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • 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
    • 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
    • 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 gcloud@tricostar.com. Tell them what format you need. It will help if you say what assistive technology you use.