Jones Lang LaSalle Limited

Archibus Enterprise IWMS

Archibus is a comprehensive IWMS solution enabling organisations to reduce real estate costs and optimise workplace efficiency. It offers space and property management, maintenance and asset management, projects and environmental risk management. This enterprise platform offers deployment and configuration and is supported by JLL's proven implementation and expert consulting services.

Features

• Space Management
• Portfolio Management
• Maintenance Management
• Capital Project Management
• Risk & Sustainability Management
• Mobile Framework
• Hierarchical Asset View
• Workflow Engine
• Self-Service Functionality
• Increased Platform and Security options

Benefits

• Reduce operational costs
• Improve property utilisation
• Streamlined maintenance activity
• Improve your staff’s workplace experience
• Enable data-driven decision making
• Manage compliance and reduce risks
• Promote and tack progress against sustainability goals

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

Framework

G-Cloud 15

Service ID

262834632417438

Contact

Melanie Mack
+442031471344
GCloud_tenders@jll.com

About your service

• Service categories:

  Applications

  Enterprise resource management

  • Project and portfolio management
  • Asset life-cycle management
• Multi cloud support: No

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: Archibus SaaS bidirectional integration with AutoCAD and Revit enables publishing and asset linking leading to efficient operations. Integrations with IoT building management and utilisation sensors lead to more efficient operations and use of the space. Archibus SaaS is extended with bidirectional integration with ESRI GIS enabling campus operations and navigation.
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: None
• System requirements:
  • General Users Browsers: Firefox, Chrome, Microsoft Edge
  • Screen resolution minimum of 1600x900
  • Mobile OS: iOS 12+ for Apple devices, Android 9+
  • Administrative Users Smart Client software requires Windows 10 or 11
  • Screen resolution minimum of 1024x768
  • CAD Users: AutoCAD/Revit 2022-2026
  • .NET Framework: Version 4.0 or 4.5 required

User support

• Email or online ticketing support: Yes, at extra cost
• Support response times: Response times according to ticket priority Urgent - 15 minutes High - 2 hours Normal - 4 hours Low - 8 hours
• 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: JLL provides comprehensive technical support through multiple service tiers designed to accommodate diverse customer requirements and budgets. Our support programs encompass technical assistance, on-site consulting, system maintenance, integrity monitoring, and user training services. Our tiered support structure offers varying levels of service intensity, from basic technical assistance to comprehensive managed services. Each tier includes different response times, coverage hours, and service scope to match specific operational needs. Higher-tier programs typically include priority support channels, extended coverage windows, and more frequent system health assessments. JLL's support programs can include dedicated technical resources depending on the service tier selected. Higher-level support packages often feature assigned technical account managers who provide personalised service coordination and strategic guidance. Cloud support engineers are available for infrastructure-related services and cloud platform management. For detailed information about available support tiers, current pricing, and technical resource assignments, please consult with your JLL representative to discuss options that align with your organisation's specific needs and budget parameters.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: JLL employs a comprehensive multi-modal training approach to help users start using Archibus effectively. The company develops tailored training classes that specifically reflect the business processes, features, and modules clients need for their day-to-day work, targeting different user roles including end users, managers, system administrators, and developers. JLL offers several training modalities to accommodate diverse organisational needs. Instructor-led classroom sessions provide the most effective training experience, while instructor-led telepresence sessions offer nearly equivalent effectiveness for geographically dispersed organisations with substantial travel cost savings. For broader accessibility, JLL utilises live webinars well-suited for casual users requiring limited functionality, and lunch-and-learn sessions for rolling out simple administrative procedures to many users. The company typically employs a Train-the-Trainer approach, providing clients with comprehensive training materials including detailed user guides, classroom learning guides, and quick reference materials designed to be process-oriented with real-world examples. JLL conducts both in-person and WebEx training sessions globally and offers refresher training as part of their ongoing support services. Additionally, up to three days of annual user refresher training at the client's site is included in the Gold maintenance program, ensuring continued user proficiency and adoption.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: Using the Smart Client application, system users have access to data transfer tools across front and backend data across all of the modules used including work orders, asset information, leases, projects and space data. The data transfer tool allows users to extract data in standard file formats like CSV and XLS. Smart Client users can export active drawings by downloading DWG files.
• End-of-contract process: Should a client choose not to renew its Archibus contract, an off-boarding process is initiated. During this period, the client has the ability to export their data from the Archibus platform. Once the off-boarding window closes, the client's access to the Archibus service is deactivated. Following deactivation, JLL proceeds with the permanent deletion of the client's data from its servers in line with its data retention and physical storage policies, ensuring all client information is securely and permanently removed after the business relationship has ended. Should you require additional assistance in offboarding data retrieval, our technical consultants can provide support for an additional fee.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: JLL creates accessible user documentation by following established accessibility standards that ensure all employees and clients can effectively use our materials. We structure content with clear headings and logical navigation, use plain language that avoids unnecessary jargon, and maintain visual design standards including sufficient color contrast and readable fonts. Documentation is available in multiple formats including web-based and mobile-responsive versions that work with assistive technologies like screen readers. We employ consistent layout patterns and templates across all materials, conduct regular accessibility audits, and gather user feedback for continuous improvement to meet evolving standards and diverse user needs.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
• Application to install: Yes
• Compatible operating systems: Windows
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Archibus mobile applications differ from desktop services primarily in their field-focused design and offline capabilities. The mobile offerings include three distinct applications: Mobile Framework, OnSite (maintenance-focused with React Native interface), and Workplace (end-user focused), all designed to provide intuitive field access that can save thousands of hours and significant cost. Mobile apps feature cached offline support and automatic syncing, while desktop Web Central handles comprehensive system administration, bulk data operations, and real-time oversight through the Maintenance Console. This architecture extends IWMS functionality into remote locations while maintaining centralised administrative control on desktop platforms.
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: The Archibus Workplace is a simplified interface for self-service users to access services and by mobile app or by browser. The responsive design uses configurable graphical icons, quick pick lists, and selectable floorplans displays, to allow users to find, request and book the resources and services they need. Workplace allows users to co-ordinate meetings and make desk bookings, allowing users to search for suitable available spaces, check for amenities, invite guests, and check in to bookings. The flexible service portal makes it easy for user to report faults, request services and stay informed with service delivery.
• Accessibility standards: None or don’t know
• Description of accessibility: When run in accessibility mode, Workplace is fully compliant with the WCAG (Web Content Accessibility Guidelines) 2.1 A and AA requirements.
• Accessibility testing: We have independently tested Workplace against the Voluntary Product Accessibility Template (VPAT) and can share certification on request
• API: Yes
• What users can and can't do using the API: Users can leverage Archibus' REST APIs to establish comprehensive integrations with third-party systems, enabling both inbound and outbound data flows. Through the API, users can set up integrations with ERP systems, SSO platforms, BAS systems, energy management tools, security systems, and over 30 operational point solutions for CMMS, lease administration, capital planning, and project management. Users can make real-time data changes and synchronisations through REST API connections, facilitating automated processes such as employee information updates from HR systems like PeopleSoft or Azure AD to populate space occupancy planning. The API supports integration with specialised tools like ServiceNOW, which ships with out-of-the-box REST API connectivity for consolidated service portal functionality.
• API documentation: Yes
• API documentation formats: HTML
• API sandbox or test environment: No
• Customisation available: Yes
• Description of customisation: Archibus offers a highly flexible architecture built on a series of relational tables/databases. Customisations can be simplistic (e.g. adding in additional fields), to complex (e.g. creating brand new workflows and/or applications), depending on the business need. As the largest implementation partner of Archibus globally, Archibus certified JLL technical staff perform all data schema customisations on behalf of clients. Clients have the capability to create their own custom reports, metrics, and dashboards/homepages within the platform with ease.

Scaling

• Independence of resources: The Archibus platform is designed for complete scalability. The system features a multi-tier architecture that supports horizontal scalability by adding additional servers at the presentation, application, and/or database servers. Multiple servers can be clustered and utilise load balancers to ensure high capacity and availability. The Archibus architecture is designed to leverage the optimisation, scaling, and clustering features of the underlying database technology (such as Microsoft SQL Server and Oracle). This tiered design allows for a high degree of flexibility in deployment patterns to suit various organisational needs, from a single-user workstation to global enterprise systems with thousands of concurrent users.

Analytics

• Service usage metrics: No

Resellers

• Supplier type: Reseller providing extra features and support
• Organisation whose services are being resold: JLL resell Archibus software licenses on behalf of Eptura.

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Security Clearance (SC)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
  • Other locations
• User control over data storage and processing locations: Yes
• Datacentre security standards: Supplier-defined controls
• 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 SSAE-18 / ISAE 3402
• 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 importing and exporting

• Data export approach: Users can export data from Archibus through multiple methods and formats. Data can be exported from both Web Central and Smart Client in standard formats including XLS, DOCX, CSV, and PDF. For system integrations, JLL leverages Archibus' Service Oriented Architecture (SOA) and Archibus Connectors toolkit, which supports various connection types like Web Services, SOAP, XML, DBMS, Flat File, ODBC, and JDBC. All client data is owned by the client and can be exported at any time via the Archibus Smart Client in Excel format.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • XLS
  • DWG
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • XLS
  • DWG

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: JLL commits to an Annual Uptime Percentage of at least 99.95% for hosting Archibus. This commitment is calculated over a Service Year, defined as the preceding 365 days from the date of an SLA claim. When availability falls below the guaranteed level, users are eligible for service credits under the following terms: If the Annual Uptime Percentage drops below 99.95%, users receive a Service Credit equal to 10% of their bill for the Eligible Credit Period. Service Credits are applied only against future hosting service payments and do not entitle users to refunds or other payments. Credits are only issued if the amount exceeds equivelent of $1 USD and cannot be transferred to other accounts. To receive a Service Credit, users must submit a formal request within 30 business days of the last reported incident that includes the production server's URL and specific dates and times of unavailability. Once confirmed, JLL will issue the credit within one billing cycle following the month the request occurred. The availability commitment excludes downtime caused by factors outside JLL's reasonable control, including force majeure events, user-requested maintenance, user equipment issues, and pre-scheduled maintenance windows not exceeding 15 minutes for nightly backups and general maintenance.
• Approach to resilience: JLL's hosting is designed with resilience as a core principle, ensuring continuous availability, reliability, and quick recovery from disruptions. The architecture leverages AWS’s highly available infrastructure, utilising both EC2 for compute resources and S3 for storage. Key to this resilience is the use of multiple Availability Zones (AZs) within AWS regions. Workloads, including application servers and data stores, are distributed across several AZs, mitigating risks from localised failures. S3 provides durable, redundant storage across multiple physical sites, protecting data integrity and ensuring quick restore capability. Network traffic is managed by redundant load balancers, automatically routing users to healthy instances. Regular automated backups, near-real-time replication, and tested disaster recovery procedures further strengthen the setup. Monitoring tools actively detect and respond to incidents, including auto-scaling and failover mechanisms to maintain service levels. Security controls, patching, and independent system health checks are incorporated throughout. Specific technical details of the data centre setup are not publicly disclosed. This information is available on request consistent with the UK government’s 2nd cloud security principle, ensuring transparency for those who require assurance of robust resilience measures.
• Outage reporting: All planned maintenance notifications for JLL hosted Archibus systems are published. Standard maintenance is scheduled during a nightly off-hours window, not exceeding 15 minutes, for essential data backups and general maintenance. Systems are not available to users during these windows. Cloud Delivery Services may utilise all, some, or none of the planned maintenance periods and will proactively notify customers 5–10 days prior to any outage. Non-Production systems may be scheduled for maintenance during the week, typically 1–2 weeks before Production maintenance, to support testing. Factors outside our reasonable control (such as force majeure events, Internet issues beyond the data centre, actions or inactions by the customer or third parties, or customer-owned equipment or software) may result in occasional unplanned outages or performance impacts. These are not covered by our standard service commitments. Emergency Maintenance: For critical security patching or other exceptional situations, unplanned maintenance for Production systems may occur outside the routine schedule. In such cases, we will provide as much advance notice as possible, but depending on urgency, 5–10 business days’ notice may not be feasible. Feature packs and fix packs are generally deployed during the scheduled maintenance windows but may also occur at times agreed with the customer.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
• Access restrictions in management interfaces and support channels: For JLL hosting staff, server access is restricted based on user, network, and access keys
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password

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: NIST SP 800-53, ISO/IEC 27001, HIPAA are the frameworks that govern our internal security policies
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: JLL have three tiers of application (development, staging, and production), and we follow a strict SDLC process in which changes are coded and tested initially in development, promoted to staging for verification of the change and deployment, and once all checkpoints are completed, changes are scheduled to move into production.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: JLL has a defined list of resource types that all of our resources fall into, as well as a defined list of vulnerability types that determine the frequency in which vulnerability types are tested for and all IT resources within JLL are subjected to vulnerability testing as defined by this matrix and have to produce artifacts to prove compliance with the standard.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: JLL has a protective monitoring policy that addresses log file creation, storage, and monitoring. The policy also dictates that there is a demonstrated compliance with the standard. How we respond depends on the severity of the incident; there are defined severity levels that drive our response mechanism. Our policy dictates monitoring should be close to real time as possible to ensure timely remediation
• Incident management type: Supplier-defined controls
• Incident management approach: JLL has an incident management policy that defines the reporting and categorisation of incidents. Security incidents are expected to be reported to impacted parties; reports must occur within 24-48 hours of becoming aware of an incident. Specific contractual agreements may drive client reporting parameters
• 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: 2%
• Between £250,000 and £500,000: 2%
• Between £500,001 and £1,000,000: 3%
• Between £1,000,001 and £2,500,000: 4%
• Between £2,500,001 and £5,000,000: 5%
• Over £5,000,001: 5%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: BARR Certifications
• 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: LRQA Limited
• ISO 9001 accreditation date: Friday 7 March 2025
• What the ISO 9001 doesn’t cover: Not Applicable
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 279aeea2-1841-41c7-b493-ccb05aa05c3c
• 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: Yes
• Any other security certifications: SOC 2 Type II

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

  • 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

    • 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

  • 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.

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