Jones Lang LaSalle Limited

JLL Enterprise Asset Management powered by IBM Maximo Application Suite

IBM Maximo is a leading Enterprise Asset Management (EAM) system that helps organisations manage the entire lifecycle of their physical assets. It centralises data on work orders, preventive maintenance, and inventory. JLL’s MREF configuration specifically adapts Maximo for the unique demands of real estate and facilities management.

Features

• Work management for planning jobs and labour
• Workflow tool for enforcing business processes
• Core and extendable reporting and analytics
• Maximo Integration Framework (MIF) for system integration
• Industry-specific applications for key sectors
• Automation of work practices and schedules
• Preventive and corrective maintenance planning
• Automated health, safety, and compliance functions
• Centralised platform to manage multiple sites
• Mobile apps for point-of-work data capture

Benefits

• Automate schedules to deliver all maintenance obligations
• Optimise the ratio of preventive to corrective maintenance
• Automate health, safety, and regulatory compliance tasks
• Unify asset management processes across all your sites
• Easily integrate with your other business systems
• Enforce consistent business processes and approval workflows
• Plan recurring tasks and manage your labour efficiently
• Gain actionable insights with powerful reports and analytics
• Capture accurate data directly at the point of work
• Get a tailored solution for your industry's needs

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

384681897861192

Contact

Melanie Mack
+442031471344
GCloud_tenders@jll.com

About your service

• Service categories:

  Applications

  Enterprise resource management

  • Asset life-cycle management
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: Maintenance Outages and Platform Upgrades notifications are communicated to clients well in advance by Ops Teams. IBM Maximo Platform and applications are upgraded on an annual cycle. Upgrades are not mandatory and are a client decision requiring a Maximo Services group.
• System requirements:
  • Subscription based SaaS Solution
  • Requires access to web browser
  • Requires access to a stable internet connection

User support

• Email or online ticketing support: Yes
• Support response times: A client takes out a JLL Technical Support Services Agreement to then receive JLL Support Centre according to an agreed Service Level Agreement (SLA). The SLA sets out the various support levels based on the severity of the issue, for example: • Severity 1 Critical Support • Severity 2 Standard Support • Severity 3 Non-Critical Support • Severity 4 Enhancement Support Call Back response times vary from < 15 Minutes to < 8 Hours (severity dependent). Target Resolution times vary from < 8 Hours to < 5 Business Days
• 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
• Onsite support: Yes, at extra cost
• Support levels: A client takes out a JLL Technical Support Services Agreement to then receive JLL Support Centre according to an agreed Service Level Agreement (SLA). The SLA sets out the various support levels based on the severity of the issue, for example: • Severity 1 Critical Support • Severity 2 Standard Support • Severity 3 Non-Critical Support • Severity 4 Enhancement Support Call Back response times vary from < 15 Minutes to < 8 Hours (severity dependent). Target Resolution times vary from < 8 Hours to < 5 Business Days Client support requests are logged in JLL’s issue tracking and ticketing system, Zendesk. The assigned support representative will contact the client within the call back periods defined above to assess the situation and begin problem resolution. JLL will troubleshoot to determine the root cause of the problem and provide a solution, including replicating the problem in JLL’s test environment as necessary, or interacting with the client environment via remote administration tools. The client’s issue will be continually updated in JLL's issue tracking system and a copy of all completed support issues will be provided monthly.
• Support available to third parties: No

Onboarding and offboarding

• Getting started: JLL provides clients with the detailed IBM Maximo User Guides for all modules and applications. IBM continually provides updates to these manuals covering any new patches, application upgrades or platform upgrades. JLL training materials are process-oriented and designed with step-by-step procedures to promote comprehensive user understanding of the system. Training deliverables typically include classroom learning guides and quick reference guides in an electronic format so that the client can create its own training materials for train-the-trainer situations. Training materials can be delivered in multiple formats as required. These include: Word, Excel, PowerPoint, PDF or text as needed.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: The client remains the sole owner of the data and documents managed in the application throughout the contact term. On contract termination, JLL provides the client with a copy of its data in a industry format. After this has been carried out, JLL destroys any client data copies held in the Cloud application and confirms to the client that this has been done.
• End-of-contract process: Upon SaaS contract termination, JLL provides the client with its data using unencrypted native export of the Maximo database from the SaaS database platform (DB2 or Oracle). Data is typically provided electronically via SFTP download from the client's production environment. Other environments (TEST, DEV) can be provided if requested. There is no additional cost for this as long as the client has a current support contract.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Differences depend on the selected mobile platform. If Maximo Everyplace is used, all available desktop application screens can be configured to work on the mobile device. If Maximo Anywhere is used, only workforce applications are provided.
• Service interface: Yes
• User support accessibility: WCAG 2.2 A
• Description of service interface: The Maximo integration framework helps clients to integrate application data with other applications, either within your enterprise or with external systems. The framework includes predefined content that enables integration with a number of business objects, and a tool kit that you can use to extend predefined integration content and to develop new integration points. For further detailed information, please see the following link: https://www.ibm.com/support/knowledgecenter/en/SSLKT6_7.6.0/com.ibm.mt.doc/gp_intfrmwk/c_intfrmwk_overview.html
• Accessibility standards: WCAG 2.2 A
• Accessibility testing: Maximo® Asset Management complies with accessibility guidelines so that users with physical disabilities, such as restricted mobility or limited vision, can use the product successfully. Maximo Asset Management complies with Web Content Accessibility Guidelines (WCAG) 2.0. Maximo Asset Management also incorporates Web Accessibility Initiative - Accessible Rich Internet Applications (WAI-ARIA) attributes in custom widgets and uses the WAI-ARIA arrow key navigation model. IBM carries out user testing as part of its release management process.
• API: Yes
• What users can and can't do using the API: The integration framework allows integration with application data from other applications. The framework includes predefined content that enables integration with a number of business objects, and a tool kit that you can use to extend predefined integration content and to develop new integration points. Components and features are as follows: Predefined integration content; Applications to create and configure integration components; Support for multiple communication modes including web services, HTTP, and Java Message Service (JMS); Support for different data formats, including database interface tables, XML and JavaScript Object Notation messages, and flat files; Event-based, batch, program-initiated, and user-initiated processing and context-based launch of external applications; Support for integration to operational management products (OMPs); Support for clustered environments; Support for interacting with applications that support the OSLC integration specification. The integration framework provides multiple options for sending and receiving data. Some typical integration scenarios include: Load files with legacy data during an implementation; Synchronise master data between a product application and an external ERP application; Use web services to enable real-time querying of product application data by an external application; Call an external application to validate data that is entered in a product application.
• API documentation: Yes
• API documentation formats: HTML
• API sandbox or test environment: No
• Customisation available: Yes
• Description of customisation: More than any other system in its class, IBM Maximo is highly configurable and adaptable. IBM Maximo requires no customisation of the underlying code to meet a client’s requirements. All configurations to the system are performed through the IBM Maximo Application Platform layer, without the necessity to modify the underlying code. Built-in tools and applications such as Database Configuration, Application Designer, Conditional Expression Manager, Automation Scripting, and others allow you to modify and configure not just the user interface but also base functionality. Java class extensions - fully supported by IBM - can be also used to manipulate Maximo business logic to support a requirement that is unique to your environment. Other customisation methods, external to Maximo, are also available and can be used when the built-in methods fall short - SQL triggers and stored procedures.

Scaling

• Independence of resources: The IBM Maximo architecture is designed for complete scalability. The Application Platform supports horizontal scalability by adding additional servers at the Web server, application server, or database server tiers and vertical scalability by increasing the capacity of the existing servers in all tiers. As a web-based application, multiple servers can be implemented to enhance performance.

Analytics

• Service usage metrics: Yes
• Metrics types: Maximo allows you to monitor the usage of licenses. You can use this information to optimise the usage of licenses and determine whether your organisation is using more than the purchased number of licenses. The License Usage Monitor application does not prevent overuse of licenses and does not replace the IBM license auditing process. This application gathers information to help you understand your license usage.
• Reporting types: Real-time dashboards
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Reseller providing extra features and support
• Organisation whose services are being resold: IBM

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: Complies with a recognised standard (for example CSA CCM version 4.0)
• 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 CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Physical access control, complying with another standard
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type: Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: IBM Maximo can import from and export to a variety of file formats making it simple to move data in and out of the system. Data can be exported / imported in a variety of formats including CSV and Excel. Generated reports can also be viewed online, exported to editable and non-editable formats, including Excel, Word, PDF and various graphic formats.
• Data export formats: CSV
• Data import formats:
  • CSV
  • Other
• Other data import formats: XML

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: SLA Summary for Maximo on Cloud Services: - 99.9 % Availability (production) - SLA does not include planned or emergency maintenance windows. For details on the maintenance window schedule, see Maintenance & Outage Calendar - SLA applies to production environments only - Availability credits for availability of less than 99.9%
• Approach to resilience: Our service is resilient by design, featuring 24/7 monitoring, ITIL-based operations, and daily backups replicated to a secondary UK data centre. All backups are AES-256 encrypted. We have defined processes for system administration, environment management, and security compliance to ISO and SOC standards, ensuring high availability.
• Outage reporting: All planned maintenance notifications for IBM Maximo on Cloud systems are published in the Communications Centre. Standard maintenance times are planned twice monthly, in a window from 21:00 to 03:00 UTC Saturday / Sunday. Cloud Delivery Services may choose to use all, some, or none of the planned maintenance windows and will proactively notify customers 5-10 days prior to any outage that will be taken. Systems are not available to users during maintenance windows. Non-Production systems may be scheduled for maintenance during the week, 1- 2 weeks prior to planned maintenance on Production systems to allow additional time for testing. Emergency Maintenance: In exceptional cases such as critical security patching, the Maximo cloud team may need to schedule unplanned emergency maintenance outages outside of a Planned Maintenance window for Production systems. The Maximo cloud team will provide as much advanced notice as possible, however depending on criticality, 5-10 business days advanced notice may not be possible. Feature packs / Fix packs are typically implemented during the published maintenance windows but can also be performed per customer's preference.

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)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: IBM Maximo is a role based solution. Users with different roles are presented with different portals. The portal-based interface is intuitive and easy to navigate, requiring only low to moderate training for most of the user roles. Role is assigned to user which controls the access level to the system or part of system which can be menus, forms, tabs, sections etc. IBM Maximo's Security Group and Role based features provide security permissions available at the group and individual-user level.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • 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: The following are a few examples of security policies/processes: Only Maximo cloud team personnel are permitted access to customer Maximo SaaS system. Maximo cloud team personnel granted O/S or console level access are required to use multi-factor authentication. Unique 2048-bit ssh keys are issued to each user in order to connect to the Cloud VPN. Phone based authentication via PIN is also required each time. Internal network prevents employees from accessing malicious websites using Symantec Bluecoat and ProofPoint Targeted Attack Protection (TAP) without adequate safeguards beings in place Every quarter, a review of user access is performed to ensure existing users and privileges are still required. Activity Logging/Auditing is monitored for suspicious activity on SaaS systems. O/S Activity is logged and monitored 24/7. We conducts an annual risk assessment, part of ISO27001 re-certification process, for a consistent approach to risk management. We employs a defence in depth strategy (DiD) for boundary protection that includes firewalls and encrypted communications for remote connectivity to access the environment. All communications that cross this boundary are controlled and monitored.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Change Requests are typically initiated by customers via case ticket submission in the IBM Support Community. They can also be created by the IBM CDS team internally. For each case there are associated change records and tasks that are created specifying details relevant to the change, along with specific steps to follow. For more details on Change Management, please refer to the below link: https://ibm-cds.atlassian.net/wiki/spaces/ICDSW/pages/1474596/Change+Management
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We employ a third party to conduct penetration testing on Maximo annually. An executive summary report can be provided to customers on a per-request basis. We perform external and internal vulnerability scanning and subsequent remediation on a quarterly basis per our IT Security Standards (ITSS). Vulnerabilities are assigned individual vulnerability ratings and exploitation categories (Critical, High, Medium or Low). These ratings are used to determine mandated time requirement to remediate and resolve the vulnerability.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We employ a Security Information and Event Management (SIEM) solution to aggregate and monitor system, network, and application logs 24/7. This system generates automated alerts for suspicious activity, allowing us to identify potential compromises. Alerts are immediately triaged by our 24/7 Security Operations Centre (SOC) team, who follow a defined incident response plan to investigate and remediate the issue. Response times are dictated by the incident's severity, as defined in our Service Level Agreement (SLA), ensuring a prompt and structured reaction.
• Incident management type: Supplier-defined controls
• Incident management approach: Cloud Delivery Services team has monitoring in place for all sites and infrastructure under their control. These are designed to allow the CDS team to proactively respond to service-impacting or service-threatening events or conditions. When a site is unavailable, or there are infrastructure issues leading to monitor alerts, an ‘Incident Record’ is automatically generated within Incident Management System. Simultaneously for production environments, a CDS Incident Response Team (IRT) provides 24/7 critical outage support. Goal of IRT is to ensure customer's applications are running optimally and to provide effective customer communication during availability incidents or Severity 1 cases during off-hours.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Supplier-defined process

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.