INFOSYS LIMITED

Virtual Desktop Management -Managed services-Transformation

Virtual Desktop Management Delivers Desktops & Applications to end users who can access the resources securely hosted on-premises or Cloud. However users get a Native Desktop/Application experience.

Features

• Hybrid Cloud Desktop Virtualisation
• Cloud Hosted Virtual Desktop Management
• Persona Based Virtual Desktop & Virtual Application Management
• BYOD(Bring your Own Device)
• Unique Protocol
• Native Desktop experience anywhere
• Image based Desktop/Application Virtualization
• Multi Persistency adoption
• Build & Support
• Automation

Benefits

• Delivers desktops and apps to users on any device.
• Provides secure application access over the internet.
• Hosts resources flexibly on cloud data centers.
• Customizes desktops/apps for user work style.
• Delivers updates quickly and securely via provisioning.
• Offers flexible licensing models.
• Enables greater scalability
• Ensures 99.9% availability
• Centrally controls and administers desktops/apps
• Reduces hardware dependency

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

Framework

G-Cloud 15

Service ID

486907133918743

Contact

Peter Gill
+44 7391393866
ukps@infosys.com

About your service

• Service categories:

  Systems Infrastructure Software

  Physical and virtual computing

  • Virtual client computing
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes
• What software services is the service an extension to: Azure Core Cloud services
• Cloud deployment model:
  • Public cloud
  • Hybrid cloud
• Service constraints: Depends on the preferred Desktop virtualization product. Product licenses and Subscriptions will vary based on that. Governance is Key.
• System requirements:
  • Windows 11
  • Windows Server 2016, 2019, 2022
  • Latest Microsoft SQL server

User support

• Email or online ticketing support: Yes, at extra cost
• Support response times: Depends on priority/Scope/Complexity of the Question. Responses will be followed based on agreed SLA metrics.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: None or don’t know
• Phone support: No
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: Onsite Level -2 Cloud Virtual Desktop Management Support Engineer.; Onsite Level -3 Cloud Virtual Desktop Management Support Engineer.; Onsite Level -4 Cloud Virtual Desktop Management Principle Technology Architect.
• Support available to third parties: No

Onboarding and offboarding

• Getting started: Online training and User Documentation
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: Infosys ensures that data ownership remains with the client, and provisions are in place to facilitate data export upon request. When a client’s contract with Infosys ends, the client, as the data owner, can request an export of their data in a usable format. This includes access to various integration patterns that allow for efficient data export. For instance, clients can access a Producer Data Warehouse, which serves as a denormalized set of current data, ensuring that information is readily available and formatted for effective use.
• End-of-contract process: At the end of the contract period, Infosys is committed to ensuring a smooth transition for clients whether they choose to insource or switch to a different service provider. Infosys prides itself on its robust transition-out approach and the strong relationships it maintains with clients, demonstrated by the fact that over 98% of its revenue comes from repeat business. As a responsible business solution provider, Infosys ensures business continuity for its clients by transferring knowledge and handing over service delivery to personnel identified by the client or the incoming service provider. Infosys aligns with the transition methodology of the incoming vendor to ensure effective knowledge transfer. This typically involves sharing all relevant project documents, procedures, processes, knowledge bases, and recorded calls related to the services being transitioned. Infosys retains its key support staff until the completion of the exit transition plan and is flexible to cooperate with the methodologies proposed by the incoming service provider to facilitate quick transition out.
• Documentation accessibility standard: WCAG 2.2 AAA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
  • Safari
• Application to install: Yes
• Compatible operating systems:
  • MacOS
  • Windows
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Mobile and desktop have different user interfaces.; Mobile offers less control; desktop offers more.; Mobile has fewer features; desktop provides more customizations.
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: Interface by Product Vendors.
• Accessibility standards: None or don’t know
• Description of accessibility: Web browser, Native Client.
• Accessibility testing: It's done by product vendors
• API: Yes
• What users can and can't do using the API: Users will not get API interaction while connecting.
• API documentation: No
• API sandbox or test environment: No
• Customisation available: Yes
• Description of customisation: Customisation based on User persona, Business requirements

Scaling

• Independence of resources: Multi-tenant architecture with resource isolation and auto-scaling ensures performance consistency.

Analytics

• Service usage metrics: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• 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)
• 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: ‘IT Health Check’ performed by a CHECK service provider
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Encryption of all physical media
• 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
  • Degaussing
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Upon termination or expiration of a contract, Infosys follows a structured approach to manage data. All client data retained by Infosys is either securely deleted or returned to the client, based on the client's request and per the mutually agreed contractual terms. Infosys certifies the completion of data deletion processes and complies with applicable legal and contractual obligations. By maintaining transparency and adhering to these practices, Infosys upholds its commitment to data protection and client satisfaction.
• Data export formats:
  • CSV
  • ODF
  • Other
• Other data export formats: Excel
• Data import formats:
  • CSV
  • ODF
  • Other
• Other data import formats: Excel

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Other
• Other protection between networks: Multi-tenant architecture with resource isolation and auto-scaling ensures performance consistency.
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: Virtual Desktop hosted in Cloud 99.9% availability SLA commitment provided by Cloud Service Provider.
• Approach to resilience: Infosys designs its services with a strong emphasis on resilience, ensuring that critical systems and customer data remain available and secure under adverse conditions. Our data center and infrastructure strategy incorporates multi-region and multi-data-center coverage, enabling seamless redirection of services if one site becomes unavailable. This distributed architecture minimizes downtime and reduces the risk of data loss. Redundancy is built across network circuits, server clusters, storage arrays, and load-balancing layers, allowing services to continue uninterrupted even when individual components fail. Active-active configurations further enhance availability by ensuring continuous operations without service degradation.
• Outage reporting: Resilience is also strengthened through comprehensive disaster recovery capabilities. Infosys defines and supports clear Recovery Time Objectives (RTO) and Recovery Point Objectives (RPO), employing near real-time replication to secondary sites and automated failover mechanisms. Regular disaster recovery drills ensure preparedness and operational continuity. Our data centers comply with internationally recognized security standards such as ISO 27001, reinforcing physical and logical protection.

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)
  • Username or password
• Access restrictions in management interfaces and support channels: Directory based control, Restrictions based on Policy, Persona based user groups.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Limited access network (for example PSN)
  • Username or password

Audit information for users

• Access to user activity audit information: Users receive audit information on a regular basis
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users receive audit information on a regular basis
• How long supplier audit data is stored for: User-defined
• How long system logs are stored for: Less than 1 month

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: Infosys has a robust framework for information security policies and processes aimed at protecting information assets, ensuring compliance with regulations, and safeguarding client and enterprise data. This framework is aligned and certified with the ISO 27001:2013 Information Security Standard, demonstrating Infosys's commitment to maintaining high security standards. The policies encapsulate a comprehensive range of areas including Security Governance, Risk Management, Security Measurement and Improvement, and Threat and Incident Management, among others. Each policy has a designated owner responsible for its maintenance, updates, and oversight, ensuring that the policies remain effective and relevant.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Configuration and change management approach: The processes involved include creating and maintaining information security policies and coordinating their implementation with various departments and units. Periodic assessments are performed to evaluate the adequacy of these implementations across the organization. The Information Security Group (ISG) at Infosys plays a crucial role in overseeing these activities, facilitating the implementation of security controls, and responding to audits. Additionally, Infosys manages the collection of information security metrics that demonstrate the effectiveness of these controls. A significant emphasis is placed on creating security awareness among employees, validating connectivity requirements from a security perspective, and exploring new technologies towards secure operations.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Depends on vulnerability that includes, Zero Day vulnerability.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Infosys employs a multilayered protective monitoring framework supported by its 24x7 Cyber Defense Center (CDC), which continuously analyzes security events using SIEM, log correlation, and UEBA to detect anomalies and potential compromises. When an incident is identified, it is classified, prioritized, and addressed through structured containment, eradication, and recovery procedures. Infosys’ iCERT teams, escalation matrices, and communication protocols ensure rapid response and stakeholder transparency. All incidents are logged for post-incident reviews, enabling continuous improvement. Regular audits and alignment with ISO 27001 and ISO 27035 further strengthen Infosys’s monitoring and incident-response capabilities, maintaining resilience against emerging threats.
• Incident management type: Supplier-defined controls
• Incident management approach: Infosys follows ITIL-based Incident Management for client and internal IT operations. Key steps include:; ; Identification & Logging – Capture incidents via service desk, email, monitoring tools; log in ITSM (ServiceNow, Remedy).; Categorization & Prioritization – Classify by type; assign priority (P1–P4).; Diagnosis – First-level troubleshooting using SOPs and knowledge base.; Escalation – Functional to L2/L3; hierarchical for critical P1.; Resolution – Root cause analysis; apply fix or workaround.; Communication – Regular updates; war rooms for P1.; Closure – Confirm resolution; document steps.; Post-Incident Review – RCA for major incidents; update SOPs.
• Post-quantum cryptography secure: Yes

Secure development

• Approach to secure software development best practice: Conforms to a recognised standard, but self-assessed

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: No
• Free trial available: No

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

• Less than £250,000: 0%
• Between £250,000 and £500,000: 0.2%
• Between £500,001 and £1,000,000: 0.5%
• Between £1,000,001 and £2,500,000: 1%
• Between £2,500,001 and £5,000,000: 1.5%
• Over £5,000,001: 2%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Bureau Veritas Certification Holding SAS - UK Branch
• ISO/IEC 27001 accreditation date: Wednesday 17 December 2003
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: Bureau Veritas Certification Holding SAS - UK Branch
• ISO 9001 accreditation date: Tuesday 10 November 1998
• What the ISO 9001 doesn’t cover: The scope is "The provision of software services including project management, consultancy, analysis, design, build, test, user documentation, installation, training, maintenance, customisation, Migration, Re-engineering, Product Development, Package Implementation, Systems Integration, Validation, Cloud and Infrastructure Management Services, Digital Integration Services, Enterprise Mobility.; The supply of software for Banking, Financial, Capital Markets, Energy, Utilities, Insurance, Cards and Payments, Healthcare, Life Sciences, Retail, Consumer Packaged Goods, Logistics, Manufacturing, Communications, Media, Entertainment, Embedded Systems, Internet, Middleware MIS Applications.; The provision of software based engineering services"; anything outside this scope is not covered
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: Da4614e5-ad88-4d7c-921d-8e59b5d9b4a4
• 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:
  • SSAE 18/ISAE 3402 SOC 1 Type II
  • CMMI 2.0
  • ISO 22301:2019
  • ISO 42001:2023

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