DELOITTE LLP

Cloud Integration Services

Deloitte’s Cloud Integration practice supports the definition and/or implementation of integration or API strategies, the building of on-premise/cloud integration and on-going evolution. As standalone capability-building or within Cloud/Digital/IT transformation.

Services include: Strategy Definition, Integration Architecture/Design, iPaaS/API Gateway/Platform Standup/Configuration, DevOps/Automation, Integration/API Development/Build, Security, Testing and Integration Delivery Management.

Features

• Establishing the Integration & API strategy, vision and roadmap
• Identifying and documenting integration requirements through user stories, acceptance criteria
• Defining and embedding an integration capability (e.g. CoE/C4E)
• Architecting and designing integration solutions through HLD/LLDs and interface catalogue
• Designing and implementing APIs and integration solutions through OAS/AsyncAPI
• Completing rigorous testing of integration solutions using automation
• Operating and evolving an integration platform and/or capability
• Integrating Large Language Models (LLMs) into existing processes and systems
• Applying Agile/DevOps to integration through CI/CD build, test, deployment automation
• MuleSoft, Boomi, Apigee, Kafka, Kong, Azure, AWS, GCP integration expertise

Benefits

• Reduces effort/delivery risk through proven methodologies, tools, effective stakeholder engagement.
• Reduces cost through enhanced visibility of cost drivers (e.g. FinOps).
• Increases innovation through award-winning partnerships with iPaaS and cloud partners.
• Increases agility through DevOps best practice (e.g. build/deploy/IaC pipelines).
• Increases quality through automated validation of requirements conformance (e.g. linting/testing).
• Builds integration capability/maturity through effective training/KT and organisation enablement.
• Reduces architectural decision-making time/effort through principle and pattern-based approach.
• Reduces time-to-market by leveraging accelerators, open-standards and pre-built solutions.
• Improves security posture by addressing data-privacy, compliance and related cyber-threats.

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 publicsectorbidteam@deloitte.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

352414594783497

Contact

Donna Farrell
0207 303 0913
publicsectorbidteam@deloitte.co.uk

About your service

• Service categories:

  Application Development and Deployment

  Integration and orchestration

  Business to business middleware

  • B2B Gateway Middleware
  • Managed File Transfer

  Integration software

  • API Management Software
  • API Gateway Software
  • Integration Platforms
  • Connectivity Adapters and Plug-In Software

  Event stream processing

  • Messaging Middleware
  • Stream Processing Software
  • Functions Software
  • IoT Application Platforms
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Community cloud
  • Hybrid cloud
• Service constraints: Each engagement is bespoke to the buyers needs. As such we do not have any general service constraints that would apply in each case.
• System requirements: System requirements will be bespoke to each engagement.

User support

• Email or online ticketing support: No
• Phone support: No
• Web chat support: No
• Onsite support: No
• Support levels: We provide dedicated support from a project team, led by a Lead Engagement Partner who is accountable for the delivery of our service. This support is part of our service, and is provided throughout the duration of our service provision. It is typically available during working hours (Monday to Friday) but, with agreement, we can provide service and support for critical deadlines outside these hours.
• Support available to third parties: No

Onboarding and offboarding

• Getting started: We provide training to the project team members to cover the skills needed to conduct Cloud Hosting, Software and Technology Services Integration activities, including business case, strategy, procurement, operating model, exit, transition, people, organisation and culture change and cloud based design, architecture and delivery. Our approaches including peer-to-peer support, mentoring, paired roles, succession planning, on-the-job coaching, design walkthroughs and Q&A sessions. This can include delivery methods, architecture and design methodologies, modelling techniques and specific technology or domain skills.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • ODF
  • PDF
  • Other
• Other documentation formats:
  • Word
  • Wiki
• End-of-contract data extraction: Typically we deliver system integration using Integration Platform as a Service (iPaaS) capabilities (e.g. Boomi / MuleSoft / Informatica / Confluent). Buyers would typically take on ownership of the platform and cloud infrastructure over the course of the engagement. iPaaS platforms often expose platform APIs that support programmatic access to data or metadata retained within the platform. They often also support data extraction through web interfaces and file downloads. We would reposit all project and technical documentation, code, configuration, CI/CD pipelines and other artefacts within the buyers own preferred tools. Removing the need for any data extraction exercise at completion of the contract.
• End-of-contract process: The activities, artefacts and services included at the end of the contract as part of the contract would be agreed and negotiated on a case by case basis as each engagement is bespoke to the buyer's requirements.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Our onboarding and offboarding documentation is provided digitally and made securely accessible to authorised customer users throughout the service lifecycle.; ; Documentation is maintained in a secure cloud-based repository or customer-approved collaboration platform (such as SharePoint or Confluence) with role-based access control. Customers are provided access to a dedicated project workspace containing onboarding guides, operating procedures, architecture artefacts, integration specifications, templates, and handover materials. All documents are available in standard formats (PDF, Word, HTML) to ensure compatibility, portability, and offline access where required.; ; Content is version-controlled with clear change history and ownership, ensuring customers always access the latest approved documentation. Documentation follows accessibility best practices, including clear structure, searchable content, readable formatting, supported by diagrams and step-by-step instructions.; During offboarding, all documentation and deliverables can be exported or, where required, migrated into a customer-managed document repository or platform to support operational continuity and knowledge retention. This ensures customers retain full ownership and long-term access to all service documentation without dependency on the supplier environment.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: None or don’t know
• API: No
• Customisation available: Yes
• Description of customisation: Deloitte's cloud integration services are customisable, shaped to align with each client's business objectives, existing IT infrastructure, and regulatory landscape. The approach commences with a thorough analysis of strategic goals, operational requirements, and technical constraints. Customisation spans architectural design, selecting the optimal cloud provider (AWS, Azure, GCP, MuleSoft, Boomi etc) and selecting specific services to meet performance, scalability, and resilience demands, alongside networking and data storage solutions. ; Security and compliance frameworks are configured to adhere to industry-specific regulations and corporate policies, encompassing identity management, data encryption, and access controls. Deloitte creates hybrid integration strategies to seamlessly connect cloud services with on-premise systems, legacy applications, and other cloud environments. The operational model is also flexible, allowing for tailored support levels, monitoring parameters, incident response protocols, and reporting mechanisms. Finally, solutions are designed with cost optimisation in mind, balancing technical needs with efficiency. The comprehensive, client-centric customisation ensures cloud services deliver maximum value, operational efficiency, and strategic alignment.

Scaling

• Independence of resources: We deliver cloud integration services using integration platform as a service (iPaaS) solutions. We follow iPaaS vendor best practice when architecting, design and delivering integration on their platforms to minimise the potential resource usage conflicts between integration services. We are experienced in designing integration to avoid these conflicts but also in carrying out root cause analysis to correct and address issues when they arise. We advise use of transaction throughput, elapsed runtime, API call invocation and other metrics to check and validate that services are meeting or exceeding non-functional throughput and performance requirements.

Analytics

• Service usage metrics: Yes
• Metrics types: Service Usage Metrics in the context of cloud integration services typically fall into Project Progress Metrics. Once scope is agreed we typically provide an integration catalogue and a set of associated user stories. Burndown charts and DevOps Research and Assessment (DORA) metrics are typically used to demonstrate progress of delivery against the integration catalogue when using Agile. User stories can cover system integration engineering but could also encompass strategy, platform delivery, automation, testing or other activities as aspects of the full cloud integration software development lifecycle. We also create dashboards or reporting for cloud integration platform usage.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

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
  • European Economic Area (EEA)
• User control over data storage and processing locations: Yes
• Datacentre security standards: Supplier-defined controls
• Penetration testing frequency: At least every 6 months
• Penetration testing approach: NCSC approved service provider
• 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: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type:
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: We help buyers in deploying integration solutions on their platform of choice. Integration Platform as a Service (iPaaS) platforms typically provide their own platform APIs to support data export capability. This usually supports the ability to extract integration metadata which may include platform users and groups, deployed APIs / integrations or other non-business data. Depending on the particular solution this could also include a web portal site that allows direct extraction. In this context users are typically integration platform engineers or similar rather than end business users.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • Excel
  • JSON
  • XML
• Data import formats: CSV

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • 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

Availability and resilience

• Guaranteed availability: Deloitte's Cloud Integration services prioritise high availability, leveraging robust architectures built on leading cloud platforms like AWS, Azure, and GCP. Or on Integration Platforms as a Service platforms like MuleSoft, Boomi or Informatica. These platforms inherently offer regional and availability zone redundancy, ensuring resilience against single points of failure. Please reference their website documentation for understanding the level of availability provided.; ; Our integration solutions are designed with high availability (HA) principles, incorporating load balancing, and auto-scaling to maintain performance and uptime during peak loads or component failures. Disaster Recovery (DR) strategies, including multi-region deployments and automated failover, are implemented for mission-critical integrations, tailored to specific Recovery Time Objectives (RTO) and Recovery Point Objectives (RPO).; ; Availability can be further ensured through 24/7 proactive monitoring, automated alerting, and robust incident management processes. For managed services, clear Service Level Agreements (SLAs) define specific uptime guarantees (e.g., 99.9%, 99.99%), ensuring transparency and accountability. This comprehensive approach guarantees a highly reliable and continuously available integration backbone for enterprise operations.; ; Agreement on refunds for not meeting SLAs would be discussed and negotiated on an individual basis based on the buyer's requirements.
• Approach to resilience: Deloitte's Cloud Integration services are engineered for resilience, leveraging the inherent robustness of leading cloud platforms like AWS, Azure, and GCP. This foundation is significantly bolstered by architectural designs specifically tailored for integration pipelines. Solutions incorporate redundant integration components, such as multiple API gateways, message queues (dead letter queues), and integration runtimes, strategically distributed across availability zones to eliminate single points of failure.; ; Asynchronous messaging and queuing mechanisms are frequently employed to decouple systems, buffer messages during transient outages, and guarantee reliable message delivery. Advanced error handling, retry logic, and circuit breakers are embedded within integration flows to gracefully manage failures. For mission-critical integrations, multi-region deployments with automated failover ensure business continuity even during widespread regional outages. Continuous, proactive monitoring tracks the health of these pipelines, enabling rapid detection and automated recovery, thereby ensuring uninterrupted, reliable data flow and minimal disruption to business operations.
• Outage reporting: Deloitte's Cloud Integration services employ advanced, real-time monitoring systems to detect any service degradation or outages across client environments and underlying cloud infrastructure. These systems continuously track performance metrics, availability, and error rates.; ; Upon detection of an incident, an internal incident management protocol can be immediately activated, alerting dedicated operations and support teams. For clients, outage reporting adheres to pre-defined Service Level Agreements (SLAs). Communication channels typically include:; ; Dedicated Client Portals/Dashboards: Providing real-time updates on incident status, impact, and estimated resolution times.; ; Email Notifications: Sent to designated contacts for significant incidents.; ; Direct Communication: From account managers or support teams for critical, high-impact events.; ; Outage reports can be provided for clear, concise information regarding the nature of the issue, affected services, geographical impact, current status, and progress towards resolution. The focus is on transparency and timely updates, ensuring clients are well-informed from initial detection through to service restoration and post-incident analysis.

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)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: Deloitte implements stringent, multi-layered controls to restrict access to management interfaces and support channels for our Cloud Integration Services, ensuring robust security and comprehensive data protection.; ; Management interfaces utilise RBAC, least privilege, segregated duties, and just-in-time access. MFA is mandatory for privileged accounts, accessed via secure workstations/VPN, with Identity Federation (SSO). User access is reviewed; logs audited. Support channels enforce MFA, encrypted communications, and access by trained, authorised personnel. All staff receive security awareness training, including specific training for privileged users, reinforcing strict data handling in secure environments. This ensures continuous control.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • Username or password

Audit information for users

• Access to user activity audit information: You control when users can access audit information
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: You control when users can access 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: Deloitte’s Information Security Management System (ISMS) aims to define, implement, monitor, and continuously improve information security in line with ISO27001:2022 and Deloitte's standards. This ensures appropriate levels of Confidentiality, Integrity, and Availability of information while achieving strategic security objectives. These objectives are outlined in the Security Policy and ISMS Manual, aligning with the firm’s Ambition and Purpose. Confidentiality, Privacy, and Security objectives are set by the Security Partner, agreed upon with the Managing Partner for Quality, Risk & Security, and tracked annually. Deloitte’s cybersecurity framework follows industry standards (e.g., COBIT, NIST, ISO 27001:2022) and focuses on four domains: Secure (risk-focused controls), Vigilant (threat detection and response), Resilient (incident management and recovery), and Governance (policies and procedures). The Deloitte Business Security team, as the second line of defence, includes Governance Risk & Compliance, Data Privacy, Cyber Risk, and other specialised teams. The first line Cybersecurity function, led by the UK CISO, manages cyber and technology controls. A Data Protection Officer and Data Privacy team ensure compliance with data protection laws, with annual reviews reported to the Chief Risk Officer. Deloitte prioritises security through training, audits, monitoring, and disciplinary measures, embedding a culture of protection to safeguard client data.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Deloitte's Cloud Integration Services employ robust Configuration and Change Management processes for all integration artefacts.; Integration code and associated configurations are tracked through their lifetime. This is achieved using software versioning and version control systems (e.g., Git).; Changes follow a controlled change management process aligned to ITIL practices. They are logged, impact and risk assessed, peer reviewed, and approved before implementation. Security impact assessments are mandatory, specifically evaluating impacts on data protection, access controls, network exposure, vulnerability risk, and compliance requirements. Changes are tested in non-production environments. Audit trails and evidence are retained for traceability, accountability, and operational assurance.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: For Cloud Integration Services there are threats that potentially impact the platform itself and a separate set that impact the system integration code or configuration itself. For the former category the responsibility sits with the Integration Platform as a Service (iPaaS) vendor. Typically iPaaS vendors provide monthly patches but can exceptionally push patches more frequently for urgent threats. We would advise use of linting, DAST and SAST tools integrated with CI/CD pipelines to identify and prevent vulnerabilities from impacting production systems. We follow OWASP, NCSC and domain-specific guidance (e.g. DSPT for health) to ensure our services are appropriately secure.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Protective monitoring approach will be agreed with the buyer on a case by case basis.
• 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: Our incident management process is designed for efficient resolution and minimal disruption. We leverage pre-defined, documented procedures and playbooks for common events, ensuring a swift and consistent response tailored to incident type and severity. Users can report incidents through multiple accessible channels, including a dedicated service portal, email, or phone, ensuring ease of access and prompt logging. All incidents are logged, prioritised, and tracked through to resolution. Post-incident reports are provided to stakeholders, detailing the root cause, impact, resolution steps, and preventative measures, fostering continuous improvement and transparency. We typically use buyer's preferred ITSM tooling compliant with ITIL incident management.
• 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: Yes
• Connected networks: Other
• Other public sector networks: We can connect to any network with sufficient access privileges

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: BSI Assurance UK Limited
• ISO/IEC 27001 accreditation date: Tuesday 1 April 2025
• What the ISO/IEC 27001 doesn’t cover: The scope of the Information Security Management System is limited to the scope of Deloitte LLP and its subsidiaries in the UK, Gibraltar, Switzerland and Liechtenstein.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: BSI Assurance UK Limited
• ISO 9001 accreditation date: Wednesday 4 December 2024
• What the ISO 9001 doesn’t cover: The scope of the Quality Management System is limited to the scope of management consulting services delivered by the Technology and Transformation (T&T) Service Line of Deloitte LLP using the legal entity of Deloitte MCS Ltd. The scope of services includes, but is not limited to, the following offering portfolios: Enterprise, Technology & Performance; Human Capital; Customer; and Engineering AI & Data
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 078fca37-4815-4d81-88f9-985ed3a32ba6
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 9cfeb0a7-5284-4efd-b8c6-a6fdd0d09dd6
• 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 publicsectorbidteam@deloitte.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.