RMSI LIMITED

UNDT

The UNDT™ framework enables a structured, phased migration from the Geometric Network to the Esri Utility Network for utilities such as electric, water, and gas, covering data assessment, remediation, mapping, migration, and reverse data synchronization to support continued operations and integrations after go-live or cutover.

Features

• End-to-End Phased Migration Framework
• Data Assessment & Remediation Tool (DART)
• Data Model & Mapping Tool
• UN Data Migration Tool
• Twin Tool – Data Cutover & Reverse-Directional Sync
• Integration Readiness for Enterprise Systems
• Robust QA/QC Framework

Benefits

• Improved Data Quality & Network Integrity
• Reduced Migration Risk
• Faster Time to Go-Live
• Lower Cost of Migration
• Zero or Minimal Business Disruption
• Scalable & Configurable Framework
• Supports Legacy Infrastructure

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 Rahul.Srivastava@rmsi.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

618461862374188

Contact

Rahul Srivastava
+447340720606
Rahul.Srivastava@rmsi.com

About your service

• Service categories:

  Application Development and Deployment

  Data management

  Database administration and development

  • Database Administration
  • Database Replication
  • Data Modelling
  • Database Development and Optimization

  Data integration and intelligence

  • Data Ingestion and Transformation Software
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes
• What software services is the service an extension to: UNDT™ tools operate as add-ins for ArcMap and ArcGIS Pro and require these Esri platforms to perform data assessment, data modeling, and migration activities. By leveraging native GIS environments, UNDT™ ensures seamless interaction with Geometric Network and Utility Network data during analysis, configuration, and migration processes.
• Cloud deployment model: Hybrid cloud
• Service constraints: UNDT™ does not impose any unusual service constraints. The solution operates as ArcMap and ArcGIS Pro add-in tools and therefore requires supported Esri desktop software, an Enterprise Geodatabase, and Utility Network–compatible ArcGIS Enterprise versions. Performance may vary based on data volume, data quality, and underlying hardware. Planned maintenance is minimal and communicated in advance.
• System requirements:
  • ESRI ArcMap Desktop
  • Schneider Electric ArcFM (if applicable)
  • ESRI ArcGIS Pro
  • Enterprise Geodatabase (Oracle, SQL Server, or PostgreSQL)
  • ArcGIS Enterprise Setup
  • Dot Net/Python Environment Setup

User support

• Email or online ticketing support: Yes
• Support response times: UNDT provides support responses within 24 hours on weekdays. Response times may be slightly longer during weekends and public holidays, typically within 48 hours. Urgent issues can be prioritized through the ticketing system to ensure faster resolution.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 A
• Phone support: No
• Web chat support: Yes
• Web chat support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: WCAG 2.2 A
• Web chat accessibility testing: Compliance is based on our service management platform's native compliance with products like Slack and Teams.
• Onsite support: Yes, at extra cost
• Support levels: UNDT™ support is provided through a coordinated engagement model where RMSI works closely with both business and technical teams throughout the end-to-end Geometric Network to Utility Network migration lifecycle. Standard support, included as part of the engagement, covers data assessment, remediation, modeling, migration, testing, and go-live assistance with access to Utility Network specialists and regular issue tracking and reporting. Optional enhanced and premium support levels are available at additional cost and provide priority response, extended cutover and stabilization support, and ongoing post-migration operational assistance. Each engagement is assigned a dedicated technical account manager or migration lead who acts as the primary point of contact and ensures alignment across business, GIS, and IT stakeholders.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: RMSI helps users start using the UNDT™ framework through a structured onboarding and enablement approach tailored specifically for a migration program. The engagement focuses on migrating data from Geometric Network to Utility Network, transitioning from ArcMap to ArcGIS Pro, modernizing legacy workflows, and upgrading the underlying Esri software landscape to align with current industry standards. Emphasis is placed on moving from heavy customization to an out-of-the-box (OOTB) and configuration-driven approach while enhancing existing business workflows to improve productivity.; ; RMSI leverages its extensive experience to design and deliver a comprehensive training program that begins early in the migration lifecycle and continues through cutover and stabilization phases. Training is delivered through onsite and online sessions covering ArcGIS Pro tools, Utility Network capabilities, Service-Based editing and new operational workflows. Using its Certified Training Process, RMSI ensures effective knowledge transfer by training key technical staff, administrators, and users. To support adoption, RMSI provides detailed documentation, data assessment reports, data model mapping reports, and facilitates User Acceptance Testing (UAT), ensuring users are confident and prepared for long-term operational success.
• Service documentation: Yes
• Documentation formats:
  • PDF
  • Other
• Other documentation formats:
  • MS Word
  • MS PowerPoint
• End-of-contract data extraction: UNDT™ migration activities are primarily performed within the client’s environment, machines, and servers to meet security and data governance requirements. As a result, the client retains full ownership and direct access to all data throughout the contract. At contract end, no data extraction is required from RMSI systems in most cases. In scenarios where limited activities (such as data assessment) are performed on RMSI servers using client-provided extracts, all datasets and outputs, including data quality assessment reports, are shared to the client, and any client data retained on RMSI systems is securely deleted in accordance with agreed data handling and security policies.
• End-of-contract process: At the end of the contract, all source (legacy systems) and target (ESRI Utility Network) data remain fully within the client’s environment, and the client retains complete ownership of the source and target systems, including databases, services, tools, configurations, and migrated Utility Network assets. The contract price includes execution of the agreed UNDT™ migration scope, covering data assessment and remediation, data model mapping, migration, testing, documentation, knowledge transfer, and handover. All deliverables, such as data analysis and assessment reports, data model mapping documents, user manuals, user guides, technical documentation, and lessons learned, are owned by the client and formally handed over at project closure. Any additional services beyond the agreed scope, including extended post-migration support, further customization, additional integrations, or ongoing managed services, are treated as optional and are charged separately based on mutually agreed terms.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Onboarding and offboarding documentation for the UNDT™ framework is provided in standard Word and PDF formats and is shared through client-approved locations such as secure file shares, document management systems, or collaboration platforms. All documentation is clearly structured and remains accessible to authorized business and technical users throughout the migration lifecycle and post-migration transition period.

Using the service

• Web browser interface: No
• Application to install: Yes
• Compatible operating systems: Windows
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: None or don’t know
• API: No
• Customisation available: Yes
• Description of customisation: Customization of UNDT™ depends on specific client use cases and business requirements. Wherever possible, all available configurable capabilities within the tool are explored and utilized first to meet requirements without customization. If additional functionality is required, customization is carried out by RMSI’s technical team to address the requested use cases. Further details can be discussed during requirement-discovery sessions.

Scaling

• Independence of resources: We ensure users are not impacted by demand from other engagements by allocating dedicated resources, environments, and infrastructure per client. Migration activities are managed through proactive project management with regular status meetings to track progress, highlight risks or lags, and align tasks with agreed timelines, cutover, and go-live dates. A realistic, phased migration approach is followed. Each engagement is delivered by a dedicated team comprising GIS and Utility Network experts, domain specialists, developers, and independent QA/QC resources, ensuring controlled execution, consistent performance, and adherence to project timelines without cross-project impact.

Analytics

• Service usage metrics: Yes
• Metrics types: Migration progress, data quality assessment reports, data model mappings, and statistics can be made available through web-based dashboards, while detailed logs, execution summaries, and processing activities for data assessment, migration, and reverse synchronization are handled on dedicated machines or servers.
• Reporting types: Regular reports
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Baseline Personnel Security Standard (BPSS)

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: No
• Datacentre security standards: Supplier-defined controls
• Penetration testing frequency: At least every 6 months
• Penetration testing approach: In-house
• Protecting data at rest: Other
• Other data at rest protection approach: Data within the UNDT™ framework is protected using native security controls provided by the underlying database management systems (Oracle, SQL Server, PostgreSQL) and Esri platforms such as ArcGIS Pro and ArcGIS Enterprise. These controls include role-based access, user authentication, permissions and privileges, and a least-privilege access approach, with optional integration to enterprise identity systems such as Active Directory. Additional protection is implemented at the infrastructure level through network segmentation, firewall rules, and controlled inbound and outbound access, ensuring data is accessible only to authorized users and systems.
• Data sanitisation process: Yes
• Equipment disposal approach: In-house destruction process
• Data sanitisation type: Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: UNDT™ uses standard Esri tools such as ArcMap and ArcGIS Pro for all data export activities. As the migration is performed from Enterprise Geodatabase to Enterprise Geodatabase, no specific data exports are required from users. Where needed, source data is exported into intermediate file geodatabases (FGDB) for data quality assessment and remediation. Data is then migrated using Utility Network Asset Packages based on defined data model mappings and loaded into the target Enterprise Geodatabase (Oracle, SQL Server, or PostgreSQL). Users may also export data independently using standard Esri tools available in ArcMap or ArcGIS Pro.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • File Geodatabase (FGDB)
  • Enterprise Geodatabase (Oracle, SQL Server, PostgreSQL)
  • Shapefile
  • GeoJSON
  • XML
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • File Geodatabase (FGDB)
  • Enterprise Geodatabase
  • Shapefile
  • XML
  • GeoJSON

Data-in-transit protection

• Data protection between buyer and supplier networks: Other
• Other protection between networks: Most migration activities are performed in a sandbox or staging environment set up within the client’s infrastructure to ensure security and isolation. In scenarios where specific activities such as data assessment require exporting data to RMSI environments (via secure sharing platforms, VPN, or similar mechanisms), RMSI strictly adheres to agreed data privacy, security, and protection policies to safeguard client data.
• Data protection within supplier network: Other
• Other protection within supplier network: Network security controls include firewalls, controlled access, user authentication, and monitoring mechanisms to help protect data and maintain confidentiality and integrity during data access, processing and transfer.

Availability and resilience

• Guaranteed availability: The UNDT™ framework is deployed within a client-controlled environment using a hybrid model that supports web-based reporting while executing processing tasks on dedicated machines or servers, so availability is governed by the client’s infrastructure and agreed project schedule. A dedicated technical team is allocated that works closely with business and IT users throughout the migration lifecycle. Project activities follow an agreed plan and timelines, with regular monitoring and progress tracking to ensure delivery milestones, cutover, and go-live dates are met. As this is a project-based migration, formal availability SLAs and service-credit refunds are not applicable.
• Approach to resilience: The UNDT™ framework is designed to be resilient through a phased and controlled migration approach executed within the client’s environment. Activities are performed in sandbox and staging environments to isolate risks from production systems. Dedicated resources, repeatable tools, validation checkpoints, and QA/QC controls are built into each stage to detect and address issues early. Regular progress monitoring, issue tracking, and rollback options ensure migration activities can continue with minimal disruption, supporting reliable delivery aligned with agreed cutover and go-live timelines.
• Outage reporting: The UNDT™ framework reports outages or failures through detailed execution logs and summary reports generated during migration activities. Email alerts are triggered for failures or critical issues, allowing timely notification and response. Issues are further identified and validated through QA/QC checks at each phase. It follows a phased and interactive approach, enabling early detection, review, and resolution of issues with business users.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Username or password
  • Other
• Other user authentication: UNDT™ modules are securely bound to designated client-approved machines or servers via machine bound model and can only be executed within those authorized environments.
• Access restrictions in management interfaces and support channels: Access to the UNDT™ framework and modules is controlled through a secure, machine-bound execution model. UNDT modules are securely bound to designated client-approved machines or servers and can only be executed within those authorized environments. This ensures that the tools cannot be accessed or run from unauthorized systems. User access is further governed by the underlying operating system, database, and Esri platform security mechanisms, including user accounts, roles, and permissions defined by the client. Only authorized project team members with approved access can execute migration activities, ensuring controlled usage and protection of data and processes throughout the migration lifecycle.
• Access restriction testing frequency: At least every 6 months
• Management access authentication: 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: We follow comprehensive information security policies aligned with ISO/IEC 27001 and industry best practices, covering access control, data protection, incident management, and business continuity. Security is governed at executive level, with day-to-day oversight by a dedicated security team. Compliance is ensured through training, audits, risk assessments, and continuous monitoring, with incidents formally tracked and remediated.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: For the UNDT™ framework, RMSI follows a structured configuration and change management approach to ensure system integrity and reliability. All modules, scripts, configurations, and source code are maintained in a centrally managed, version-controlled repository. Test cases are defined and executed for each module. Proposed changes undergo formal review to assess functional, security, and performance impacts. Approved changes are implemented and tested in controlled environments and validated through phased testing, code reviews, and QA/QC checks. Only after successful validation are changes promoted to higher environments, with proper documentation and rollback procedures to minimize risk during migration activities.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: RMSI follows a structured vulnerability management process to protect the UNDT™ framework. Potential threats are assessed through periodic security reviews, risk assessments, and validation of underlying platforms, including databases, Esri software, and supporting infrastructure used during migration activities. Patches and updates are applied in line with vendor recommendations and client change policies, following validation in controlled environments before deployment. Information on potential threats is obtained from software vendor advisories, industry best practices, client security guidelines, and relevant cybersecurity notifications. Identified risks are documented, reviewed, and addressed in coordination with client teams to ensure secure, reliable, and compliant migration execution.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: RMSI applies a structured protective monitoring approach for the UNDT™ framework during migration activities. Potential compromises are identified through system and execution logs, audit trails, validation results, and QA/QC checkpoints across data assessment, migration, and synchronization processes. Any anomalies or failures are flagged for review. When a potential compromise is detected, the technical and QA/QC teams promptly assess the issue and coordinate corrective or containment actions with the client. Critical incidents are addressed immediately, while non-critical issues are resolved within agreed timelines. Incidents are logged, tracked, and reviewed to strengthen monitoring, improve controls, and maintain secure and reliable migration operations.
• Incident management type: Supplier-defined controls
• Incident management approach: Structured incident management process is followed for the UNDT™ framework to ensure timely identification, communication, and resolution of issues during migration lifecycle. Pre-defined procedures are in place for events such as migration failures, data inconsistencies, and validation errors, with clear roles and escalation paths. Issues are primarily identified by the project team through continuous monitoring, QA/QC checks, and regular coordination activities, and are then logged, tracked, and resolved through agreed channels such project coordination calls, or issue trackers. Each incident is assessed, prioritized, and resolved based on severity, and reports shared with stakeholders to support transparency and continuous improvement.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Independent review of processes (for example CESG CPA Build Standard, ISO/IEC 27034, ISO/IEC 27001 or CSA CCM v4.0)

Public sector networks

• Connection to public sector networks: No

Pricing

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

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

• Less than £250,000: 3%
• Between £250,000 and £500,000: 5%
• Between £500,001 and £1,000,000: 7.5%
• Between £1,000,001 and £2,500,000: 10.5%
• Between £2,500,001 and £5,000,000: 14%
• Over £5,000,001: 17.5%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Bsi
• ISO/IEC 27001 accreditation date: Monday 23 September 2024
• 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: TUV NORD
• ISO 9001 accreditation date: Wednesday 24 May 2023
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials 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 certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• 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: No

Social value

• Section B - Commitment for Future: Delivery:

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Ensuring new workers are informed of their right to join a trade union
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
    • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
    • Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
    • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
    • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Volunteering opportunities for staff
    • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
    • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
    • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
    • How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
    • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
    • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • Plans for positive actions with community groups.
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives
    • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
    • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events

  • Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero

    Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.

    • Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
    • Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 6: Employment and training: For those who face barriers to employment

    • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
    • Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
    • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
    • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
    • Introducing transparency to pay and reward processes
    • Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
    • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
    • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.

    • Understanding of the issues affecting the development of new skills by target cohort
    • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
    • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery
    • Content of the outreach activity is designed to suit the target cohort
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort

  • Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.

    Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.

    • Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
    • Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
    • Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
    • Actions to invest in the physical and mental health and wellbeing of the contract workforce

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at Rahul.Srivastava@rmsi.com. Tell them what format you need. It will help if you say what assistive technology you use.