IBM UNITED KINGDOM LIMITED

IBM - DB2 Warehouse as a Service

IBM Db2 Warehouse on Cloud is a fully managed, elastic, cloud data warehouse built for high-performance analytics and machine learning available on IBM Cloud and AWS. It is part of Common SQL engine across all deployment options. IBM delivers an environment designed, managed and sized to meet those needs.

Features

• Available pre-configured to optimally support analytic workloads
• Load & Go functionality gives fast time to value
• Can scale up (bigger servers) or scale out (multiple servers).
• Oracle PL/SQL compatibility. Supports numerous data connectivity methods & types
• Contains embedded Netezza analytics, R support and massively parallel processing.
• Easy-to-use web console to quickly load or migrate data
• Enterprise grade security
• Data encrypted at rest and in motion
• Tools provided for loading structured, semi-structured, or unstructured data
• Elastic scale up/down of compute and storage independently

Benefits

• Start analytic projects without waiting for IT infrastructure
• Quickly load data or migrate data from other sources
• Run Netezza & open source algorithms against data in place
• Data automatically transformed into structured format for analysis
• Integrated R development and deployment
• Supports In Database Machine Learning

• Free trial available

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 ukcat@uk.ibm.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

741859584949046

Contact

Anne-Marie Wheeler
0207 202 3000
ukcat@uk.ibm.com

About your service

• Service categories:

  Application Development and Deployment

  Data management

  Database management systems

  • Relational Database Management Systems

  Database administration and development

  • Database Administration
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Hybrid cloud
• Service constraints: Maintenance & Updates; ; Fully Managed SaaS: IBM handles operating system updates, security patches, engine updates, and hardware refreshes. Customers can schedule self-service maintenance windows for Db2 Warehouse SaaS to control when updates occur (important for minimising disruption).; ; Industry-standard SLA: IBM provides a 99.99% uptime SLA for Db2 Warehouse SaaS, but planned maintenance windows may still require coordination.
• System requirements: Infrastructure location and control plane are managed by IBM

User support

• Email or online ticketing support: Yes
• Support response times: IBM look to define and agree appropriate service levels and response times for each particular implementation based upon business need. Services levels are defined by categorising incident types according to severity, with response times per category of severity eg. Sev 1, 2 and 3. We would typically monitor e-mail/ticketing/telephone support 24x7, 7 days a week, categorising the incident and invoking the appropriate SLA. Sev 1/2 incidents can be prioritised for weekend responses. Sev 3 or 4 would typically attract a response during office hours (Monday to Friday 9 to 5).
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: None or don’t know
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: Yes
• Web chat support availability: 24 hours, 7 days a week
• Web chat support accessibility standard: None or don’t know
• How the web chat support is accessible: N/A
• Web chat accessibility testing: N/A
• Onsite support: Yes, at extra cost
• Support levels: Support is available 24x7. Support is provided by a ticketing system. Customer can define severity level 1-4. IBM can provide an Accelerated Value Program, more details can be found here: http://www-01.ibm.com/software/support/acceleratedvalue/index.html
• Support available to third parties: Yes
• AI chatbot: Yes

Onboarding and offboarding

• Getting started: For our latest SaaS offering hosted on AWS and Azure, the customer technical contact provisions the environment via a self service SaaS console and is provisioned in minutes. For our IBM Cloud hosted offering, IBM provision the environment after which and the client technical contact is issued with an encrypted welcome kit. Full documentation and video examples are available for an extremely wide range of operations and use-cases.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: DB2 data can be migrated using any Presto-compatible data integration and pipelining service.
• End-of-contract process: At the end of the contract, customers can export their data at no additional cost using self-service tools provided within the platform. IBM then deletes all customer content in accordance with the Data Processing Agreement (DPA). Backups are securely destroyed within 60 days of termination, and IBM certifies data deletion for compliance purposes. These activities are included in the contract price. The service ensures encryption of all data at rest and in transit throughout the lifecycle, including during deletion, and follows ISM requirements Optional services, such as migration assistance may incur additional costs and are available upon request.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: IBM hosts a large documentation repository that is consistently updated and organised by specific editions of DB2 service.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: A UI is available for users to navigate their data visually, with API support for scripting operations. User support can be carried out via the IBM Support portal (https://www.ibm.com/mysupport)
• Accessibility standards: None or don’t know
• Description of accessibility: Administrate DB2 Warehouse using a visual UI with tools for accessing support and documentation readily available
• Accessibility testing: N/A
• API: Yes
• What users can and can't do using the API: Full suite of DB operations, administration activities and data ingestion is possible through API
• API documentation: Yes
• API documentation formats:
  • HTML
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Compute & Storage Scaling; ; Independent scaling of compute and storage resources to match workload needs.; Ability to pause and resume compute for cost optimization (e.g., during non-peak hours).; Storage auto-increase thresholds can be set to prevent running out of space.; ; Deployment & Networking Options; ; Choose between:; Fully Managed SaaS (IBM Cloud or AWS); Bring-Your-Own-Cloud (BYOC) for Azure or AWS, where customers control infrastructure in their own account.; ; Configure public or private network connectivity, including support for private endpoints and VPC integration.; ; High Availability & Disaster Recovery; ; Select HA configurations:; Multi-AZ replication for high availability.; Optional cross-region disaster recovery for business continuity.; ; Control failover manually or via API for DR nodes.; ; Maintenance & Updates; Self-service maintenance windows allow customers to choose when updates and patches are applied.; Schedule snapshot backups and define retention policies for compliance.

Scaling

• Independence of resources: Workload and Resource Isolation Dedicated database instances: Each user’s Db2 Warehouse environment runs in an isolated database instance or cluster. Resources (CPU, memory, storage) are not shared at the database level with other customers unless explicitly agreed. ; ; Infrastructure‑level isolation: Where deployed on virtualised or cloud infrastructure, IBM uses hypervisor or container isolation to prevent cross‑tenant resource contention. ; ; No noisy‑neighbour access to data or processes: Users cannot see or influence other users’ databases, schemas, or workloads.

Analytics

• Service usage metrics: Yes
• Metrics types: Availability & Resilience Metrics Users can monitor service availability and continuity through: Database instance availability and uptime Planned and unplanned outage indicators Failover and recovery events (where high availability is configured) Replication status and lag (for HADR or standby configurations) Backup success and failure status Performance Metrics The service exposes detailed performance measurements, including: Query execution times and response latency CPU, memory, and I/O utilisation Database throughput (transactions per second) Locking, contention, and wait time statistics Index and table access efficiency Workload‑specific performance statistics Capacity & Resource Utilisation Metrics Users can track how resources are consumed over time, and more
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• 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 once a year
• Penetration testing approach: In-house
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: Logical Data Export Native Db2 export utilities to extract data into open formats, including: CSV DEL (delimited) IXF Export can be performed at: Table level Schema level Database level Data can be transferred to: Local storage Network‑attached storage Cloud or object storage (where supported) Standards‑Based Access Data can be extracted using standard SQL via: JDBC ODBC CLI This enables transfer to: Alternative database platforms Data warehouses or analytics platforms Third‑party ETL and migration tools Backup-Based Export Users may take a final database backup prior to service termination Backups can be: Full or incremental Stored in user‑controlled storage
• Data export formats:
  • CSV
  • ODF
• Data import formats:
  • CSV
  • ODF

Data-in-transit protection

• Data protection between buyer and supplier networks: TLS (version 1.2 or above)
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: Availability Guarantee:; ; Industry-leading continuous availability: Db2 Warehouse SaaS is designed for high resilience with managed compute, storage, and cross-cloud replication.; High Availability (HA): Multi-AZ replication is standard for HA tiers, and cross-region disaster recovery is available for higher tiers.; Zero-downtime maintenance: Automatic client rerouting ensures scaling, failover, and maintenance occur without service interruption.; ; Service Level Agreement (SLA):; ; IBM provides an industry-standard SLA for uptime, specifically:; ; 99.99% availability SLA for fully managed Db2 services (including Db2 Warehouse SaaS).; SLA details are published on IBM’s SLA page (link in the document).; ; Refunds / Service Credits; ; If IBM fails to meet the guaranteed availability level, customers are eligible for service credits as outlined in the SLA terms. These credits typically apply toward future billing cycles rather than cash refunds.; The exact credit percentage depends on the severity and duration of the outage, as defined in IBM’s SLA policy.
• Approach to resilience: High Availability Design To support guaranteed availability, the service includes: ; ; Redundant components to remove single points of failure.; ; High Availability Disaster Recovery (HADR) options Automated or manual failover configurations Online maintenance and rolling upgrades (where supported).; ; Continuous health monitoring and alerting Users can select availability architectures that align with their business continuity requirements, including different recovery time and recovery point objectives.; ; Datacenter Resilience; ; Next-Gen Infrastructure: Based on VPC Gen2 data centers with highly optimized, bandwidth-heavy virtual machines.; Network & Compute Redundancy: Up to 25 Gbps network capacity, compute up to 128 vCPUs, and 1 TB memory per instance.; Storage Resilience: High-performance SSD block storage in redundant configurations, plus object storage for near-infinite capacity and durability.; ; Continuous Availability; ; Active-Active Replication: For advanced tiers, cross-cloud and cross-region replication ensures continuous availability even under extreme failure scenarios.; Zero-Downtime Maintenance: Rolling updates and failover mechanisms prevent service interruptions during upgrades.
• Outage reporting: Public Status Dashboard IBM maintains a public service status dashboard for cloud‑hosted and managed services. The dashboard provides: Real‑time visibility of current incidents Historical outage information Service health by region and service component Planned maintenance events are published in advance where applicable. Users can access this dashboard without authentication.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
• Access restrictions in management interfaces and support channels: Access to management interfaces and support channels is restricted through role-based access controls, enforced via centralized identity management systems. Privileged access requires manager approval, multi-factor authentication (MFA), and VPN connectivity. Sessions are time-bound, logged, and monitored by the Security Operations Centre (SOC). Shared credentials are prohibited except for emergency “break-glass” accounts, which require pre-authorized tickets and are closely audited. Support staff access is limited to troubleshooting needs, with least-privilege principles applied and all actions recorded for compliance and accountability.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Identity federation with existing provider (for example Google Apps)
  • Username or password

Audit information for users

• Access to user activity audit information: Users have access to real-time audit information
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users have access to real-time 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:
  • CSA CSM version 4.0
  • ISO/IEC 27001
  • Other
• Other security governance standards: ISO/IEC 27017 (Cloud security controls) ISO/IEC 27018 (Protection of PII in public clouds) ISO/IEC 27701 (Privacy Information Management)
• Information security policies and processes: Our organisation follows globally recognised information security policies and processes aligned with ISO/IEC 27001, ISO/IEC 27017, ISO/IEC 27018, ISO/IEC 27701, and CSA STAR principles. Governance is managed through a central Chief Information Security Office (CISO) and Business Information Security Officers (BISOs), ensuring compliance with corporate security standards and regulatory requirements. Security is embedded throughout the software development lifecycle using a secure-by-design approach, incorporating automated vulnerability scanning, static/dynamic application testing, and container image checks within CI/CD pipelines. Risk management and change control are enforced through formal workflows and approval boards. Incident response is coordinated by a 24/7 Security Operations Centre (SOC) and Cybersecurity Incident Response Team (CSIRT), supported by continuous monitoring and escalation procedures. Data protection policies enforce encryption in transit and at rest (AES-256), key management via cloud-native services (AWS KMS or Azure Key Vault), and secure data sanitisation at contract termination. Personnel security includes mandatory training, background checks, and role-based access controls. Compliance is validated through regular audits and certifications, ensuring robust governance across both AWS and Azure hosting environments.
• 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: We follow formal configuration and change management processes aligned with ISO/IEC 27001 and ISM requirements. All components are tracked throughout their lifecycle using configuration management tools and documented in system security plans. Changes are logged in ServiceNow and reviewed by a Change Control Board (CCB) for security, compliance, and operational impact. Pre-production testing includes regression, performance, and security validation before deployment. Automated CI/CD pipelines enforce security gates (SAST/DAST, vulnerability scans) to prevent misconfigurations. Emergency changes follow documented runbooks with audit trails, ensuring traceability and risk-based approvals.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: We follow a structured vulnerability management process aligned with ISO/IEC 27001 and ISM requirements. Threats are assessed through continuous vulnerability scanning (Tenable, container image checks) integrated into CI/CD pipelines, supplemented by annual independent penetration testing. Intelligence is sourced from IBM’s PSIRT, CSIRT, global SOC, vendor advisories, and threat feeds. Patches are prioritized by severity: critical vulnerabilities are expedited, while others follow defined SLAs. All remediation is tracked through formal workflows, validated in staging environments, and monitored post-deployment to ensure compliance and risk reduction.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: We use continuous monitoring through centralized SIEM platforms and cloud-native telemetry to detect potential compromises. Alerts are correlated with threat intelligence from IBM’s global SOC, PSIRT, and CSIRT. Incidents are triaged immediately, with Severity 1 issues addressed within one hour, 24/7. Response includes containment, investigation, and remediation following documented runbooks and escalation paths. Automated alerts, behavioral analytics, and vulnerability intelligence ensure rapid detection and response, supported by forensic logging and audit trails for compliance.
• Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
• Incident management approach: IBM maintains and follows incident response policies aligned with NIST guidelines for computer security incident handling, and will comply with data breach notification requirements under applicable law. IBM investigates security incidents, including unauthorised access or use of content or Cloud Service, of which IBM becomes aware, and, if warranted, define and execute appropriate response plan. IBM promptly notifies Client upon determining that a security incident known or reasonably suspected by IBM to affect Client has occurred. IBM provides Client with reasonably requested information about such security incident and status of applicable remediation and restoration activities performed or directed by IBM.
• Post-quantum cryptography secure: Yes

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: Yes
• Description of free trial: Free entry point for testing new apps and services in non-production environments.; Core Db2 capabilities for transactional workloads.; Native encryption and audit features.; High Availability & Disaster Recovery (HADR) support.; Federation (query across multiple data sources).; Backup & Restore with point-in-time recovery.; Db2 pureScale and Database Partitioning Feature (DPF)

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: Bureau Veritas
• ISO/IEC 27001 accreditation date: Thursday 22 August 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: Bureau Veritas
• ISO 9001 accreditation date: Tuesday 3 June 2025
• What the ISO 9001 doesn’t cover: N/a
• Quality management systems (QMS): Yes
• CSA STAR certification: Yes
• CSA STAR accreditation date: Monday 16 October 2017
• CSA STAR certification level: Level 1: CSA STAR Self-Assessment
• What the CSA STAR doesn’t cover: N/a
• PCI certification: Yes
• Who accredited the PCI DSS certification: Schellman Compliance, LLC
• PCI DSS accreditation date: Friday 31 October 2025
• What the PCI DSS doesn’t cover: N/A
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 3f96bc6f-909d-4286-b8d8-83a6e034c7ea
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: B44f7e8e-3a9e-4634-a3f0-72c81ffc4450
• 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
    • 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

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