ENTSERV UK LIMITED

DXC Technology - Software Development

DXC’s Software Development Powered by AI delivers secure, scalable, AI-driven solutions for rapid, high-quality application development and modernisation. Combining AI-powered engineering, Agile and DevSecOps, cloud and low-code platforms, and advanced integration, DXC enables faster time to market, optimised deployment, and productivity. Flexible models and expertise ensure tailored, resilient, compliant solutions.

Features

• AI-powered engineering accelerates automation, code quality, and rapid delivery.
• Agile and DevSecOps ensure continuous integration and faster deployments.
• Cloud-native platforms enable scalable, composable, and flexible application architectures.
• Low-code solutions accelerate development for business and IT teams.
• Advanced integration connects enterprise ecosystems with API-led, automated workflows.
• Automated testing improves efficiency, reduces manual effort, and enhances quality.
• Human-centric design delivers immersive, user-focused digital experiences.
• Modular architectures drive scalability, adaptability, and business agility.
• Industry accelerators reduce time to market with pre-built frameworks.
• Secure, resilient applications meet compliance and enterprise-grade quality standards.

Benefits

• Accelerates time to market with AI-driven development and automation.
• Enhances productivity through automated testing and streamlined engineering workflows.
• Improves application quality with secure, resilient, and compliant solutions.
• Boosts business agility using modular, scalable, and composable architectures.
• Reduces deployment time with cloud-native platforms and CI/CD automation.
• Optimizes costs by shifting resources to high-value development initiatives.
• Delivers immersive user experiences with human-centric design and innovation.
• Enables seamless integration across enterprise ecosystems using API-led connectivity.
• Supports rapid innovation with industry accelerators and pre-built frameworks.
• Empowers non-technical teams with intuitive low-code and no-code platforms.

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 richard.eckersley2@dxc.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

591704539236404

Contact

Richard Eckersley
+447825113627
richard.eckersley2@dxc.com

About your service

• Service categories:

  Application Development and Deployment

  Application development

  • Development languages, environments and tools
  • Software construction components
  • Business rules management

  Modelling and architecture

  • Object Modelling Tools
  • Business Process Modelling Tools
  • Enterprise Architecture Tools
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes
• What software services is the service an extension to: This service extends DXC Application Services, including Managed Multicloud, Application Integration, Low‑Code Application Platforms, Agile Capacity Services, and Testing and Digital Assurance. It complements DevSecOps pipelines, platform engineering, API management, and observability services, providing AI‑enabled development atop DXC’s cloud orchestration, automation, FinOps, and governance capabilities.
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Community cloud
  • Hybrid cloud
• Service constraints: DXC’s Software Development Powered by AI may have constraints buyers should consider. Service availability can be affected by planned maintenance windows, which are scheduled in advance and communicated to clients. Support may be limited to specific hardware, operating systems, or cloud environments, depending on customer requirements. Integration with legacy systems may require additional assessment. Security and compliance features are tailored to deployment models, and some advanced AI capabilities may depend on cloud platform compatibility. Buyers should review service-level agreements, support hours, and technical prerequisites to ensure alignment with their infrastructure and business needs. Customisation options may vary by engagement model.
• System requirements:
  • Compatible cloud environment: public, private, community, or hybrid cloud supported.
  • Modern operating systems for hosting and integration, Windows or Linux.
  • Supported browsers for web-based management and user access interfaces.
  • Sufficient network bandwidth for cloud connectivity and application performance.
  • Required security controls: firewalls, encryption, and identity management solutions.
  • API access enabled for integration with enterprise systems and workflows.
  • Adequate storage capacity for application data, backups, and logs.
  • Licensed software for supported platforms, if using proprietary integrations.
  • Virtualization technology for scalable deployment and resource optimization.
  • Up-to-date anti-virus and endpoint protection for all connected devices.

User support

• Email or online ticketing support: Yes
• Support response times: Service email responses are responded as agreed in the SoW.
• 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: No
• Support levels: Each software development service is assigned a dedicated Technical Account Manager.; A Delivery Manager or Solution Lead serves as the first point of contact for all service support.; Support levels are tailored to the specific software development engagement and client requirements.; Options include standard helpdesk, priority support, and premium 24/7 assistance.; Clients receive onboarding guidance, escalation paths, and access to self-service resources.; Support arrangements are flexible and can be customized to align with project complexity and business needs.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Each software development engagement includes a dedicated Technical Account Manager who oversees delivery and acts as your primary point of contact.; Support levels are tailored to the client’s needs and depend on the specific software development services provided.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • ODF
  • PDF
  • Other
• Other documentation formats:
  • Word
  • OpenAPI/Swagger
  • Wiki
• End-of-contract data extraction: No data extraction is required by users. All development deliverables and documentation produced during the engagement are transferred to the buyer at the end of development or upon project completion.
• End-of-contract process: A closure review is conducted to audit all deliverables, confirming completion and buyer approval.; A lessons learnt review is held to capture insights for future improvement.; A buyer satisfaction survey is conducted to gather feedback and support continuous improvement.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
  • Other
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: DXC’s Software Development Powered by AI delivers a consistent, high-quality user experience across all devices—desktop, laptop, tablet, and mobile. Users benefit from the same core functionality, security, and support whether accessing the service via browser or installed application. The mobile interface is optimized for touch and portability, while desktop offers advanced configuration and analytics. Regardless of device, users can collaborate, manage applications, and receive support seamlessly. This unified approach ensures productivity, flexibility, and reliability for every user, empowering teams to work efficiently from any location or device without compromise in service quality or capability.
• Service interface: No
• User support accessibility: WCAG 2.2 AA
• API: Yes
• What users can and can't do using the API: What users can do via the API; Users can set up the service programmatically using REST or SOAP endpoints. Setup includes requesting credentials, provisioning an application, and registering redirect URIs, scopes, and roles for OAuth 2.0/OIDC. After approval, clients receive keys/secrets and can discover endpoints and schemas by product or domain.; Users can create and update resources (configuration items, user roles, mappings), trigger workflows, post events, and integrate external systems using authenticated calls, webhooks, and batch interfaces. Versioned APIs support iterative change and backward compatibility, with centrally managed rate limits and quotas for security.; How users make changes; Changes are made by calling endpoints to modify configurations, enable features, or update data models. Teams can validate changes in non‑production environments before rolling out to production. Notifications and webhooks enable event‑driven updates.; Limitations; Access is approval‑based and role‑restricted. Some admin operations are limited to privileged clients. Rate limiting applies. High‑risk actions (schema changes) require controlled processes and are not public endpoints. Deprecations follow published schedules.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • HTML
  • ODF
  • PDF
  • Other
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: What can be customised:; Buyers can tailor DXC’s service to fit their business needs by configuring workflows, integrations, user roles, branding, reporting, automation, and compliance parameters. Modules and features can be selected or omitted, and deployment models (cloud, hybrid, on-premises) can be chosen. Integration with external systems (ERP, CRM, field service) is supported via APIs, and user experience elements such as dashboards and notifications can be adjusted.; How users can customise:; Customization is performed through the service’s admin portal, API endpoints, and configuration tools. Users can set parameters, enable or disable features, map data sources, and define access controls. Branding and user interface options are available for personalization. Advanced users can use APIs to automate changes, integrate third-party systems, or trigger custom workflows. Most changes can be validated in a test environment before deployment.; Who can customise:; Customization is typically available to buyers with administrative privileges or designated roles. Some advanced changes (such as schema modifications or deep integrations) may require approval or be restricted to privileged users. DXC provides support and documentation to guide buyers through the customization process.

Scaling

• Independence of resources: DXC guarantees resource independence by using multi-tenant architectures, resource isolation, and dynamic scaling. Each user’s environment is logically separated, preventing interference from other users’ workloads. Automated load balancing and capacity management ensure consistent performance, even during peak demand. Service-level agreements and continuous monitoring further protect users from resource contention, maintaining reliability and availability regardless of other users’ activity.

Analytics

• Service usage metrics: Yes
• Metrics types: DXC provides service usage metrics including system uptime, API call volumes, error rates, response times, user activity, and resource consumption. Buyers can access dashboards and reports to monitor performance, track service adoption, and analyze trends. Metrics support operational transparency, help identify issues, and enable informed decision-making for optimization and compliance. Custom reporting options are available to align with specific project or organizational requirements.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

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
• 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 every 6 months
• Penetration testing approach: In-house
• 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: In-house destruction process
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • 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: Not applicable
• Data export formats: CSV
• 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
  • Legacy SSL and TLS (under version 1.2)
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Legacy SSL and TLS (under version 1.2)

Availability and resilience

• Guaranteed availability: Software Development SLAs including resource and tools availability can be supported for buyers on a project by project basis and based on the agreed KPI's being measured.
• Approach to resilience: It’s available on request
• Outage reporting: DXC reports service outages using a combination of real-time dashboards, automated email alerts, and integration with IT service management (ITSM) tools. Customers have access to a secure, online dashboard that displays live service status, incident updates, and key metrics such as availability and SLA compliance. This dashboard is customizable and provides drill-down capabilities for detailed insights, ensuring transparency and rapid awareness of any issues.; In addition to the dashboard, DXC sends automated email alerts to designated customer contacts whenever an outage or significant incident occurs. These notifications are also used for scheduled maintenance and service updates, ensuring stakeholders are kept informed at all times.; For enterprise customers, DXC supports integration with ITSM platforms (such as ServiceNow), which can include API-based notifications and automated incident management. While a direct public API for outage status is not explicitly stated in the documentation, the integration capabilities allow organizations to receive real-time updates within their existing monitoring and support workflows.; This multi-channel approach ensures customers are promptly informed and can respond quickly to any service disruptions. If you need more detail on dashboard access or notification templates, let me know.

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: Not applicable
• 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: No audit information available
• Access to supplier activity audit information: No audit information available
• 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:
  • CSA CSM version 4.0
  • ISO/IEC 27001
• Information security policies and processes: Software Development services security policy adapts or matches to the buyers policy.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Not applicable
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Not applicable
• Protective monitoring type: Undisclosed
• Protective monitoring approach: Not applicable
• Incident management type: Undisclosed
• Incident management approach: Not applicable
• Post-quantum cryptography secure: No

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: Yes
• Connected networks:
  • Public Services Network (PSN)
  • Police National Network (PNN)
  • Joint Academic Network (JANET)
  • Scottish Wide Area Network (SWAN)
  • Health and Social Care Network (HSCN)

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: LRQA Ltd.
• ISO/IEC 27001 accreditation date: Tuesday 10 June 2025
• What the ISO/IEC 27001 doesn’t cover: None. All services Entserv UK offers under G-Cloud 15 are in scope of our ISO 27001 certification.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: LRQA Ltd.
• ISO 9001 accreditation date: Wednesday 11 June 2025
• What the ISO 9001 doesn’t cover: None. All services Entserv UK offers under G-Cloud 15 are in scope of our ISO 9001 certification.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: C884eddb-e45b-47cf-a7cf-dc3da4af1435
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 71a0fb97-216d-4781-914b-3aaf2455c8f2
• Other security certifications: Yes
• Any other security certifications:
  • ISO 22301 Business Continuity Management System
  • ISO 27701 Privacy Information Management System

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 richard.eckersley2@dxc.com. Tell them what format you need. It will help if you say what assistive technology you use.