| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Data architect | £795.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Technical architect | £895.00 |
GLIDER TECHNOLOGY LIMITED
Glider Digital Handover Implementation Services
Glider provides Digital Handover services to efficiently manage the collation and assurance of supplier deliverables against an Employers Exchange and Asset Information requirements, utilising the Glider Nexus platform. This focuses on the delivery of COBie asset data, enriched IFCs and digital O&Ms for handover.
Features
- Define information requirements and handover deliverables via consultancy services
- Prepare the federated asset information for each information exchange
- Verify information required for each exchange via Information Management services
- Manage the collation and handover of COBie and IFC deliverables
- Manage the collation and approval of handover documentation deliverables
- Deliver O&M, health & safety, building logbook, building user guides
- Develop and implement project BIM strategies, BEPs, EIRs and AIRs
- Deliver BIM management and BIM coordination services
- Produce 3D models to support gaps in supply chain capability
- Maintain consistent project reporting for progress and risk monitoring
Benefits
- Seamlessly combine service and technology for a comprehensive handover approach
- Simplify the collation and verification of structured asset data
- Clarify roles and responsibilities for smooth handover delivery
- Securely manage and assure all asset data deliverables and documentation
- Ensure an efficient handover with a high-quality data set
- Facilitate soft landings for operational teams
- Streamline processes for collecting and validating information, reducing administrative costs
- Ensure consistent, accurate information aligned with deliverables
- Make data driven decisions with accurate, assured data
- Achieve compliance with industry standards and regulatory requirements
Pricing
Service documents
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Framework
G-Cloud 15
Service ID
2 1 7 6 0 4 5 5 2 8 7 6 0 7 3
Contact
GLIDER TECHNOLOGY LIMITED
Richard Farnworth
Telephone: +44 203 8268 001
Email: info@glidertech.com
About the service
- Service categories
-
Cloud Support Services
Set Up and Migration
- Data auditing and organising
- Data/information structure design
- Engagement and communication planning
- Project management and governance
- Service optimisation/right sizing
- Mobilisation coordination
Service scope
- Service constraints
- None
User support
- Email or online ticketing support
- Yes
- Support response times
-
As well as an account manager, all users have access to Glider’s support team via telephone and email. The helpdesk operates Monday to Friday, 8:30am–5:30pm GMT, excluding UK bank holidays.
Support requests are prioritised based on business impact.
Priority 1 (business-critical service unavailable to all users) receives a response within 1 hour and resolution within 4 working hours.
Priority 2 receives a 1-hour response and 8 hour resolution.
Priority 3 receives a 2-hour response and 2 day resolution.
Priority 4 receives a 4-hour response and 5 day resolution. - User can manage status and priority of support tickets
- No
- Phone support
- Yes
- Phone support availability
- 9 to 5 (UK time), Monday to Friday
- Web chat support
- No
- Support levels
-
As well as an account manager, all users have access to Glider’s support team via telephone and email. The helpdesk operates Monday to Friday, 8:30am–5:30pm GMT, excluding UK bank holidays.
Support requests are prioritised based on business impact.
Priority 1 (business-critical service unavailable to all users) receives a response within 1 hour and resolution within 4 working hours.
Priority 2 receives a 1-hour response and 8 hour resolution.
Priority 3 receives a 2-hour response and 2 day resolution.
Priority 4 receives a 4-hour response and 5 day resolution.
Supplier type
- Supplier type
- Not a reseller
Staff security
- Staff security clearance
- Other security clearance
- Government security clearance
- Security Clearance (SC)
Pricing
- Discount for educational organisations
- No
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Lead data engineer | £895.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Head of data governance | £1,095.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| IT service manager | £795.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Service transition manager | £895.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Delivery manager | £1,095.00 | |
| Senior delivery manager | £1,595.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Digital portfolio manager | £695.00 | |
| Senior digital portfolio manager | £895.00 | |
| Head of portfolio | £1,095.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Programme delivery manager | £1,595.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Service owner | £1,595.00 |
Standards and certifications
- ISO/IEC 27001 certification
- Yes
- ISO/IEC 27001 accredited by
- British Assessment Bureau
- ISO/IEC 27001 accreditation date
- Wednesday 26 February 2025
- What the ISO/IEC 27001 doesn’t cover
- N/A
- ISO 28000:2022 certification
- No
- ISO 9001 certification
- No
- Quality management systems (QMS)
- Yes
- CSA STAR certification
- No
- PCI certification
- No
- Cyber essentials
- Yes
- Cyber Essentials Certificate Number
- A5b1019f-2daf-4c96-88da-e48f227ea992
- Cyber essentials plus
- Yes
- Cyber Essentials Plus Certificate Number
- 6be9fe72-1c35-4d8f-99af-8891fff87c60
- Other security certifications
- No
Social value
- 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
- 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
- Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
- Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
- Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
- Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
- Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
- Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
- 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
- Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract
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
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
- 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
- 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
- Measures for making facilities used in the delivery of the contract available for community groups, education or training
- Plans to respond flexibly and adapt approaches to community engagement and initiatives
- 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
- 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
- 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
- Working conditions which promote an inclusive working environment and promote retention and progression
- 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
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
- Understanding of issues relating to entering the contract workforce
- 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
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 info@glidertech.com.
Tell them what format you need. It will help if you say what assistive technology you use.