ATKINSRÉALIS UK LIMITED

Cloud Hosted Applications

As a vendor-agnostic provider of cloud hosting, AtkinsRéalis is well placed to work with you to understand your cloud workload requirements and provide you with a solution tailored to your needs. We can host workloads on virtual servers, deployments of cloud PaaS database solutions, or container-based workloads through Kubernetes.

Features

• Private Cloud Hosting in a secure UK data centre.
• Public Cloud Hosting on Azure, AWS, or Google Cloud Platform.
• Hybrid Cloud Hosting can be achieved mixing public and private.
• Support and Maintenance services.
• Professional application, network, services, and architecture design services.
• Secured access to running workloads for configuration and management.
• GDS and Government Technology Code of Conduct compliance.

Benefits

• Accelerate delivery with automated CI/CD and reusable templates.
• Scale elastically to meet unpredictable public sector demand.
• Strengthen security with UK-hosted, compliant, encrypted services.
• Improve resilience using multi-region, automated failover architectures.
• Reduce costs through right-sizing, reserved instances, and serverless.
• Increase interoperability via open APIs and open standards.
• Speed onboarding with automated provisioning and single sign-on.
• Simplify operations using managed monitoring, logging, and alerting.
• Enhance user experience through accessible, responsive, inclusive design.
• Support sustainability with energy-efficient, carbon-aware cloud deployments.

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

Framework

G-Cloud 15

Service ID

113304973936758

Contact

Martin Yeoman
+44 1372 75 2023
ccs@atkinsrealis.com

About your service

• Service categories:

  Application Development and Deployment

  Analytics and business intelligence

  • Business Intelligence
  • Advanced and predictive analytics
  • Location and geospatial data management and analytics
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: We offer an Application Development service under “Lot 3 Cloud Support” that can be used to develop the applications or services which can then be deployed, hosted, supported, and managed through this service offering.
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: Service constraints will be dependent on the type and scale of the Cloud Workload to be hosted. Our team of experts will work with you to determine the optimum way to host your Cloud Workload, and in so doing will identify any specific service constraints that will need to be imposed.
• System requirements: Buyers to bring their own licence for non-Paas software

User support

• Email or online ticketing support: Yes, at extra cost
• Support response times: Our standard service aims to provide responses within one working day (Monday–Friday, UK time). Critical issues are acknowledged within four hours and triaged immediately. Non critical queries are managed through our ticketing workflow, where users can review status, priority and progress. Weekend or bank holiday queries are logged and addressed on the next working day unless enhanced support arrangements are agreed. Our support approach emphasises clarity, traceability, and timeliness, ensuring users receive consistent communication, structured updates, and documented outcomes.; A custom Service Level Agreement can also be discussed and priced according to the buyers’ requirements.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AAA
• 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 service offers flexibility of service levels to suit both the business needs and the service requirements. We offer 3 tiers of service levels as follows: ; • Reasonable Endeavors (lowest cost) - Tickets are prioritised and addressed within a reasonable timeframe but are not subject to response or resolution measures. ; • Standard SLAs (mid-level cost) – AtkinsRéalis standard SLA definitions are used in operation, and are subject to the agreed SLA compliance level driven by the service 'Criticality' See below for standard SLAs targets. ; • Bespoke SLAs (highest cost) – Customers may choose their own SLAs in order to align with their Enterprise Service Management standards. This is subject to agreement during service design. ; Standard SLAs ; Our standard SLAs are detailed below and are measured within agreed business hours, usually 9-5, Monday to Friday. Different customer business hours can be accommodated, subject to agreement. ; • All incidents: Response 2 hours ; • Priority 1: Resolution 1 Day ; • Priority 2: Resolution 2 Days ; • Priority 3: Resolution 7 Days ; • Priority 4: Resolution 14 Days ; A named Service Delivery Manager is usually assigned to customers unless otherwise agreed.
• Support available to third parties: No

Onboarding and offboarding

• Getting started: We will work with the buyer to determine their requirements for the hosting of the Cloud Workload. The route to onboarding the buyer will be determined by their requirements and the agreed method of hosting their Cloud Workload. We will work closely with the buyer and their teams to acquire all necessary software artefacts for deployment along with necessary configuration information and any required data. The exact nature of the onboarding process will differ from buyer to buyer and will necessarily be determined during the discovery of requirements from the buyer.
• Service documentation: No
• End-of-contract data extraction: The process to extract data at the end of the contract will be agreed with the buyer before the commencement of service.
• End-of-contract process: The services provided at the end of the contract will be determined and agreed with the buyer before the commencement of service, this will include any additional costs to be covered for the end of contract service.

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: Any difference between the desktop and mobile service will be dependent on the buyer’s Cloud Workload being hosted.
• Service interface: No
• User support accessibility: None or don’t know
• API: No
• Customisation available: Yes
• Description of customisation: Our Cloud Hosting service is designed to be fully customisable by the buyer. This service is the provision of hosting for a buyer’s own Cloud Workload (Web Applications, Databases, APIs, etc) and is therefore by its nature a customisable service. Our team of Digital experts will work with the buyer to understand their requirements for Cloud Hosting and design a solution that meets their needs. All aspects of the service can be customised to meet the requirements for hosting the Cloud Workload.

Scaling

• Independence of resources: The type of Cloud Workload to be hosted will dictate the approach to hosting, this in turn will dictate the approach to scaling the services such that users aren’t affected by the demand other users are placing on the service. Each buyer’s Cloud Workload is hosted in isolated environments with their own dedicated resources preventing other hosted workloads impacting the performance of the buyers Cloud Workload.

Analytics

• Service usage metrics: Yes
• Metrics types: We can provide metrics on a number of platform elements depending on the type of Cloud Workload being hosted. Metrics can include but not be limited to:; • CPU Usage; • Disk storage (used and available); • HTTP request and response status; • Memory usage; • Network bandwidth (ingress and egress)
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Reseller providing extra support
• Organisation whose services are being resold: Microsoft Azure, Amazon AWS, Google Cloud Platform, Vnetrix Virtuozzo

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: Managed by a third party
• Penetration testing frequency: At least once a year
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest:
  • Physical access control, complying with another standard
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: The method of exporting data from our service will be dependent of the type of data being stored, the format it is stored in, and the platform on which it is stored. Our team of experts will work with the buyer to understand what their data export requirements are and put in place the necessary systems and services to enable it.
• Data export formats:
  • CSV
  • ODF
  • Other
• Other data export formats: We export data in multiple formats tailored to specific requirements.
• Data import formats:
  • CSV
  • ODF
  • Other
• Other data import formats: Buyers can upload data in multiple formats based on requirements.

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Other
• Other protection within supplier network: Other cloud PaaS components can be used to protect data within the network, for example services provided by Microsoft Azure and Amazon Web Services. Often these services involve encryption of data-at-rest using either platform managed encryption keys or customer managed encryption keys.

Availability and resilience

• Guaranteed availability: Before the commencement of service, we shall work with the buyer to understand their requirements for availability and agree the guaranteed levels of availability. Several factors can influence the guaranteed level of availability, and this approach ensures that the right level of availability is provided to meet the requirements of the workload being deployed.
• Approach to resilience: We can deploy workloads to a range of public cloud providers as well as our own private cloud offering. As a result, services hosted by us benefit from the resilience that is inherent in these provided cloud environments. Application and service level resilience can be configured to meet the buyer’s requirements using different architectural patterns and cloud-native technologies. We shall work with the buyer to understand their resilience requirements and ensure these are appropriately accommodated in the service.
• Outage reporting: Outage reporting will be dependent on the buyer’s requirement along with the type of workload they want to have hosted. We can provide a number of different tools and services to report on outage, from dashboards and service availability pages through to email and SMS alerting. The exact nature and depth of reporting will be different for each buyer, therefore we shall work with the buyer prior to commencement of service to ensure the right level and mechanism of reporting is utilised.

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)
  • Username or password
• Access restrictions in management interfaces and support channels: We utilise the cloud tooling and access controls implemented by the providers of the cloud platforms we deploy to. Only users with a requirement to access management interfaces and support channels are granted access, and wherever possible we adopt zero-trust policies and Just-in-Time privileged access.
• Access restriction testing frequency: Never
• 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: 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: Between 6 months and 12 months
• 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
  • Other
• Other security governance standards: Cyber Essentials and Cyber Essentials PLUS Certified.
• Information security policies and processes: The Chief Executive Officer is ultimately accountable for data protection and privacy compliance. Our Project Performance and Risk Oversight function is responsible for creating and taking a strategic view of all areas of information governance, ownership and risk. This function supports and drives a Governance agenda across the organisation and provides the Governance and Ethics Committee, Executive Committee and CEO with the assurance that effective information governance controls and assurance are in place. ; The office of the Chief Information Security Officer is responsible for developing and implementing our information security programme. The CISO reports directly to a member of the Executive Committee. ; Our annual Code of Conduct training is mandated to all staff and emphasises the importance of information security and data privacy. Additionally, on-line cyber security and data security training is mandated to staff as part of the on-boarding process, with annual refreshers. ; AtkinsRéalis is committed to increasing alignment with and certification to ISO 27001 and we are in the process of expanding the scope of certification. ISO 27001 is a key element of our cyber security strategy, and it is our intention that the majority or all of the business will be certified by the end of 2025.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: The configuration and change management approach will differ from buyer to buyer and will be based on the sensitivity of their workload to changes. Some services will not require a rigorous change management process beyond simple impact assessments; however, some services will require rigorous change management processes, approvals, and reporting. We will work with the buyer prior to commencement of service to ensure that an appropriate change management process is in place for their service.
• Vulnerability management type: Undisclosed
• Vulnerability management approach: The approach to vulnerability management will be dependent on the requirements of the buyer. Before the commencement of service, we will work with the buyer to understand their vulnerability management requirements and ensure they are accommodated appropriately.
• Protective monitoring type: Undisclosed
• Protective monitoring approach: The approach to protective monitoring will be dependent on the requirements of the buyer. Before the commencement of service, we will work with the buyer to understand their protective monitoring requirements and ensure they are accommodated appropriately.
• Incident management type: Undisclosed
• Incident management approach: The approach to incident management will be dependent on the requirements of the buyer. Before the commencement of service, we will work with the buyer to understand their incident management requirements and ensure they are accommodated appropriately.
• 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: No

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

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

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Lloyd’s Register Quality Assurance
• ISO/IEC 27001 accreditation date: Friday 2 May 2025
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: Lloyd’s Register Quality Assurance
• ISO 9001 accreditation date: Monday 1 May 2023
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 234ca061-0c88-47ae-8780-8492682e2860
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 5fc12cc1-428a-4cd1-86a0-c2cd7d20e30c
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

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

    Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Ensuring new workers are informed of their right to join a trade union
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
    • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
    • Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
    • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
    • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Volunteering opportunities for staff
    • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
    • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
    • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
    • How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
    • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

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

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

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

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

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

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • Plans for positive actions with community groups.
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives
    • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
    • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events

  • Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero

    Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.

    • Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
    • Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 6: Employment and training: For those who face barriers to employment

    • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
    • Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
    • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
    • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
    • Introducing transparency to pay and reward processes
    • Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
    • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
    • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.

    • Understanding of the issues affecting the development of new skills by target cohort
    • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
    • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery
    • Content of the outreach activity is designed to suit the target cohort
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort

  • Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.

    Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.

    • Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
    • Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
    • Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
    • Actions to invest in the physical and mental health and wellbeing of the contract workforce

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

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