Jones Lang LaSalle Limited

JLL Asset and Facilities Management Powered by Corrigo

Corrigo is a cloud-based facilities management CMMS/EAM enabling organisations to efficiently manage maintenance, repairs, and service requests. Through digital workflows, asset tracking, and contractor management, Corrigo streamlines operations, improves compliance, and supports data-driven decision-making for public sector property and facility portfolios.

Features

• Real-time reporting
• Remote access
• Automated workflows
• Asset tracking
• Contractor management
• Customisable alerts
• Mobile app support
• Document storage
• Audit trail
• Integration capabilities

Benefits

• Enables immediate identification of issues for faster resolution.
• Allows operational management from any location, increasing responsiveness.
• Reduces manual processing errors, improving service consistency.
• Enhances preventative maintenance, extending asset life and reliability.
• Optimises supplier performance by tracking activity and outcomes.
• Ensures rapid response to compliance risks and urgent requests.
• Enables updates on-the-go, minimising administrative delays.
• Centralises compliance records, streamlining audit readiness.
• Provides clear accountability, reducing compliance and governance risks.
• Facilitates unified data management, improving operational insights.

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

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

Framework

G-Cloud 15

Service ID

775702541537674

Contact

Melanie Mack
+442031471344
GCloud_tenders@jll.com

About your service

• Service categories:

  Applications

  Enterprise resource management

  • Asset life-cycle management
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Hybrid cloud
• Service constraints: None
• System requirements:
  • Modern web browser: Required for cloud-based interface access.
  • Firewall configuration: Allow whitelisted Corrigo cloud service addresses.
  • API access rights: Integrate Corrigo with enterprise applications.

User support

• Email or online ticketing support: Yes
• Support response times: Response times according to ticket priority Urgent - 15 minutes High - 2 hours Normal - 4 hours Low - 8 hours
• 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: 9 to 5 (UK time), Monday to Friday
• 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: Ensured Compliance with WCAG 2.2 AA
• Onsite support: Yes, at extra cost
• Support levels: JLL provides comprehensive technical support through multiple service tiers designed to accommodate diverse customer requirements and budgets. Our support programs encompass technical assistance, on-site consulting, system maintenance, integrity monitoring, and user training services. Our tiered support structure offers varying levels of service intensity, from basic technical assistance to comprehensive managed services. Each tier includes different response times, coverage hours, and service scope to match specific operational needs. Higher-tier programs typically include priority support channels, extended coverage windows, and more frequent system health assessments.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: Corrigo helps users get started with a structured implementation process, guided by a dedicated team to ensure a successful initial deployment. For ongoing learning, a wealth of resources is provided. The platform’s online learning centres feature a comprehensive library of self-help materials, including tutorial videos, quick reference guides, and FAQs. Users can also participate in live webinar training sessions to gain deeper insights into Corrigo's functionalities and best practices. Extensive user documentation offers further support, with detailed knowledge base articles, API guides, and troubleshooting instructions covering all aspects of the service. To address immediate issues, a 24/7 support team is accessible via phone, email, live chat, and an online ticketing system, providing constant assistance whenever it is needed.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
  • Other
• Other documentation formats: PPT
• End-of-contract data extraction: Clients have full control to export their data from the system for most items in an excel format or receive a file by request
• End-of-contract process: Should a client choose to terminate the service, an off-boarding process is initiated. During this period, the client is granted the ability to export their data from the Corrigo platform. This data, encompassing work orders, asset information, and user details, is generally provided in standard file formats like CSV to ensure it can be migrated to another system. Once the off-boarding window closes, the client's access to the Corrigo service is deactivated. Following deactivation, Corrigo proceeds with the permanent deletion of the client's data from its servers. This is carried out in line with the company’s data retention policy, ensuring all client information is securely and permanently removed after the business relationship has ended.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: TBC

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Corrigo's mobile applications are purpose-built for mobile devices, leveraging the unique capabilities and form factor of smartphones and tablets. The interface is optimised for touch-based navigation, featuring simplified workflows designed for field operations and on-site service delivery. Mobile-specific functionality includes camera integration for capturing site photographs, GPS location services for accurate asset identification, and offline capabilities ensuring continuity when connectivity is limited. The streamlined design prioritises essential field tasks such as work order updates, time tracking, and status reporting, enabling technicians and facilities personnel to efficiently manage operations while away from their desk-based systems, improving response times and operational effectiveness.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Corrigo's service interface delivers a streamlined, intuitive experience across all platforms. The desktop version features comprehensive dashboards with drag-and-drop functionality, advanced filtering options, and multi-tab navigation for efficient workflow management. Users access detailed analytics, bulk operations, and complex reporting tools optimised for larger screens. The mobile interface prioritises essential functions with touch-optimised controls, simplified navigation, and quick-action buttons for field operations. Both platforms maintain consistent branding and data synchronisation, ensuring seamless transitions between devices. The responsive design automatically adapts to screen sizes, whilst offline capabilities enable continued productivity during connectivity issues. Cloud-based architecture ensures instant updates across all interfaces.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: We have ensured full compatibility with WCAG 2.2 AA
• API: Yes
• What users can and can't do using the API: The Corrigo API allows users to automate and integrate facilities management functions directly into their systems. It provides extensive capabilities for setting up services and making ongoing changes. Through the API, users can programmatically create work orders, manage users and roles (after initial setup), and add new customers and locations. The API also supports key work order lifecycle actions, such as accepting or completing tasks, updating asset data, and uploading attachments. Its flexibility facilitates integration with external platforms, including IoT sensors and financial software, to create a seamless operational workflow. However, certain limitations apply. The very first API user account must be created manually within the Corrigo user interface. Users may also encounter restrictions related to file upload sizes, URL character limits, and overall request sizes. Authorisation tokens have a short lifespan, requiring developers to build a refresh mechanism for continuous connectivity. Not all functions are available via pre-built connectors, sometimes necessitating manual API endpoint configuration.
• API documentation: Yes
• API documentation formats:
  • HTML
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Users can create custom fields for work orders, assets, and incidents to capture unique data. Workflows are highly adaptable, allowing for custom auto-assignment rules, priority levels, and escalation procedures to be defined. The platform also supports the creation of custom reports and personalised dashboards with configurable widgets for targeted data analysis. Furthermore, notifications, user roles and permissions, and elements of the customer portal, such as branding and resource links, can all be modified. How and by whom? System Administrators typically access an ""Admin & Settings"" area within the user interface to configure these customisations. They can create user roles with specific privileges, deciding who can access and alter different parts of the system. Whilst administrators handle system-wide changes like workflows and global settings, individual users can often personalise their own dashboards and notification preferences. This role-based access ensures that users have the flexibility they need without compromising system integrity.

Scaling

• Independence of resources: Fully scalable with no limit to the number of users. Services are continually monitored and vertical and horizontal scaling are utilised based on consumption

Analytics

• Service usage metrics: Yes
• Metrics types: Corrigo meticulously tracks a wide array of service metrics, offering clients granular visibility into their operations. The platform records foundational data points, including the total number of jobs created, the frequency of user log-ins, and the volume of forms submitted. Crucially, every update made by a user is logged, creating a detailed audit trail for compliance and analysis. Beyond these core figures, clients can analyse performance against Service Level Agreements (SLAs), monitor work order completion times, and track asset-related costs. This comprehensive data capture enables organisations to gain deep insights into operational efficiency, user engagement, and vendor performance.
• Reporting types:
  • Regular reports
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Security Clearance (SC)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
  • Other locations
• User control over data storage and processing locations: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest: Physical access control, complying with SSAE-18 / ISAE 3402
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type: Data Erasure

Data importing and exporting

• Data export approach: Clients have full control to export their data from the system for most items in an excel format or receive a file by request
• Data export formats: CSV
• Data import formats: CSV

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: Corrigo commits to a robust Service Level Agreement (SLA) for its software platform, ensuring a minimum Uptime Percentage of 99.5% during any calendar quarter. “Uptime Percentage” is calculated based on periods where the software is not “Unavailable”—defined as being inaccessible for five consecutive minutes despite user attempts—excluding pre-announced Maintenance windows and specific SLA Exclusions such as force majeure events, issues beyond Corrigo’s network demarcation, customer or third-party hardware/software, or failures with cloud service providers like AWS or Azure[Source: Sunbelt Unplanned Unavailability incidents may be escalated by the customer, who can request a detailed uptime and downtime report from Corrigo at the quarter’s end. Scheduled Maintenance is capped at eight hours monthly and normally occurs on Friday, Saturday, or Sunday afternoons/evenings, with a minimum three business days' notice Our SLA excludes specific remedies, penalties, or specific response/resolution times but does establish Corrigo’s obligation to use commercially reasonable efforts to meet service availability and communicate any unplanned service interruptions.
• Approach to resilience: The Corrigo Enterprise cloud architecture is based on a highly redundant hybrid multi-tenant approach. This hybrid multi-tenant architecture affords the optimal flexibility between high scalability and high availability while still providing customers with clean data separation.
• Outage reporting: Via our Customer Services Portal

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
• Access restrictions in management interfaces and support channels: All access requests must be authorized through formal request and approval processes.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • 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: At least 12 months
• Access to supplier activity audit information: You control when users can access audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 12 months

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: JLL has established corporate governance policies to address legislative, regulatory and contractual compliance, intellectual property, and the appropriate use of information technology assets.
• 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: JLL has a formal change management program that has been approved by senior IT management. All IT personnel are aware of their responsibilities for adhering to change control requirements. Relevant documentation is made available to appropriate personnel and reviewed regularly to ensure ongoing compliance.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Assets are subject to regular assessments, scans and health checks. Detected vulnerabilities or non-compliance issues are remediated in accordance with vulnerability and change management processes.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: JLL Information Technology departments are engaged in conducting various scans, health checks, penetration tests and vulnerability assessments against both its external and internal technology assets. Monitoring systems (such as intrusion detection, log management systems, and anti-malware systems) have been implemented. A 24x7 network operations centre and a 24x7 security operations centre have been established to monitor ongoing activity.
• 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: JLL Technologies Information Security has established an incident response process consistent with industry standards and best practices to provide reasonable guidance for an orderly response that following response stages: Preparation, Detection and Analysis, Containment, Eradication and Recovery, Post-incident Activity.
• 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: 2%
• Between £250,000 and £500,000: 2%
• Between £500,001 and £1,000,000: 3%
• Between £1,000,001 and £2,500,000: 4%
• Between £2,500,001 and £5,000,000: 5%
• Over £5,000,001: 5%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: BARR Certifications
• ISO/IEC 27001 accreditation date: Wednesday 27 November 2024
• What the ISO/IEC 27001 doesn’t cover: Not Applicable
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: LRQA Limited
• ISO 9001 accreditation date: Friday 7 March 2025
• What the ISO 9001 doesn’t cover: Not Applicable
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 279aeea2-1841-41c7-b493-ccb05aa05c3c
• Cyber essentials plus: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Other security certifications: Yes
• Any other security certifications: SOC 2 Type II

Social value

• Section B - Commitment for Future: Delivery:

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

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

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

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

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

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

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