SUTTON HOUSE LTD
SHL - Lot 3 - Support
Sutton House Limited offers bespoke solutions and services, leveraging deep industry expertise in defence, emerging tech and government sectors. We provide expert consultancy, strategic capability development and compliance with international standards, ensuring innovative, secure and resilient service delivery.
Features
- System Design and Assurance
- SME Project Management in Specialist areas
Benefits
- Delivers complex projects on time and to requirement
- Saves time and finance due to expertise
Government Digital and Data Roles
Delivery manager
| £440.30 |
£518.00 |
| £880.60 |
£984.20 |
| £984.20 |
£1,243.20 |
| £1,243.20 |
£1,243.20 |
Digital portfolio manager
| £440.30 |
£518.00 |
| £880.60 |
£984.20 |
| £984.20 |
£1,243.20 |
| £1,243.20 |
£1,243.20 |
Product manager
| £440.30 |
£518.00 |
| £880.60 |
£880.60 |
| £880.60 |
£984.20 |
| £984.20 |
£1,243.20 |
| £1,243.20 |
£1,243.20 |
Programme delivery manager
| £1,243.20 |
£1,243.20 |
Standards and certifications
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ISO/IEC 27001 certification
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Yes
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ISO/IEC 27001 accredited by
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BSI
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ISO/IEC 27001 accreditation date
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Friday 5 July 2024
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What the ISO/IEC 27001 doesn’t cover
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NA
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ISO 28000:2022 certification
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No
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ISO 9001 certification
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Yes
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ISO 9001 certification accredited by
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BSI
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ISO 9001 accreditation date
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Thursday 14 March 2024
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What the ISO 9001 doesn’t cover
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NA
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Quality management systems (QMS)
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Yes
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CSA STAR certification
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No
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PCI certification
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No
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Cyber essentials
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Yes
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Cyber Essentials Certificate Number
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5d1a592c-3cad-428f-bf88-4ef497e607ae
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Cyber essentials plus
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Yes
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Cyber Essentials Plus Certificate Number
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37cf2f8f-364b-49b0-aed6-6fd5db0530e6
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Other security certifications
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No
Social value
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Mission: Kick start economic growth
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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
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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
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Plans to engage the contract workforce in deciding the most important workplace issues to address
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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
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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
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Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
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Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
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Activities to cascade good practice on fair working conditions throughout the supply chain
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Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
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Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
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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
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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
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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
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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
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Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
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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
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How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
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How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
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How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
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Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract
Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.
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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
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Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
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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
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Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract
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
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Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
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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
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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)
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Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
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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
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Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
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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
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Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
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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
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Plans for positive actions with community groups.
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Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
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Plans to respond flexibly and adapt approaches to community engagement and initiatives
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Collaborating with anchor institutions and community groups to make facilities available for education, training or community events
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Mission: Make Britain a clean energy superpower
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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.
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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
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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
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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
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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
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Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it
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Mission: Break down barriers to opportunity
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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
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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
Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.
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Understanding of the issues affecting the development of new skills by target cohort
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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
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Other measures to offer development opportunities for the target cohort(s) in the contract workforce
Service documents
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
p.westcott@suttonhouse.com.
Tell them what format you need. It will help if you say what assistive technology you use.