ALTIATECH LTD

Qwantro Cloud cost management and optimisation platform (FinOps)

Qwantro powered by Aquila Clouds is an enterprise cloud and AI management platform unifying FinOps and BillOps. It provides real-time cost visibility, AI-driven optimisation, billing automation, and governance across multi-cloud and hybrid environments. Recognised as a FinOps PEAK Matrix Leader, it helps enterprises control spend and optimise cloud operations securely.

Features

• Cloud cost visibility dashboards, Azure, AWS, GCP
• Usage and spend reporting
• Budget tracking and alerts
• Cost allocation and tagging
• Optimisation recommendations
• Multi-cloud cost aggregation
• Forecasting and trend analysis
• Policy-based cost controls
• Exportable reports
• Role-based financial access

Benefits

• Improved visibility of cloud spend
• Reduced unnecessary cloud costs
• Better budget control
• Increased financial accountability
• Improved forecasting accuracy
• Support for FinOps practices
• Reduced financial risk
• Cost transparency for stakeholders
• Sustainable cloud consumption
• Better decision-making

• Education pricing available
• 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 mon@altiatech.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

148720554585632

Contact

Monsur Ali
03303325842
mon@altiatech.com

About your service

• Service categories:

  Systems Infrastructure Software

  Cloud Financial Management

  • Cloud Financial Management (FinOps)
  • Cloud Financial Management (GreenOps)
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes
• What software services is the service an extension to: It is an addon to your existing cloud infrastructure
• Cloud deployment model:
  • Public cloud
  • Hybrid cloud
• Service constraints: No.
• System requirements:
  • Azure subscription
  • AWS subscription
  • M365 or equivalent
  • GCP
  • Oracle
  • VmWare

User support

• Email or online ticketing support: Yes, at extra cost
• Support response times: We respond based on agreed priority levels under standard SLAs. Severity 1 issues receive an initial response within 15 minutes. Severity 2 issues are responded to within one business day. Weekend and out-of-hours support is available for Severity 1 incidents or by prior agreement.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: Yes, at an extra cost
• Web chat support availability: 24 hours, 7 days a week
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: Web chat functionality is tested with common assistive technologies, including screen readers and keyboard-only navigation. Testing ensures compatibility with accessibility standards, clear focus states and readable content for users with assistive needs.
• Onsite support: Yes, at extra cost
• Support levels: Standard Support (Included) Service desk for incidents/requests; how‑to guidance; knowledge base; release/maintenance notices. Hours: 08:00–18:00 UK, Mon–Fri (excl. public holidays). SLAs: P1 1h response; P2 2h; P3 4h; P4 1 business day. Channels: portal, email, phone, remote support. Cost: £0/month (included). Enhanced Support All Standard features plus quarterly reviews, adoption insights, best‑practice checks, named Service Delivery Manager, light change advisory. SLAs: P1 30m (in hours); P2 1h; P3 4h; P4 1 business day. Optional out‑of‑hours P1 on‑call. Cost: £1,200/month; Out‑of‑Hours add‑on £650/month. Premium Support All Enhanced features plus extended hours (07:00–20:00), 24×7 P1/P2 on‑call, proactive monitoring (where supported), monthly reviews, roadmap, runbook, change coordination, optional ITSM integration. SLAs: P1 15m (24×7); P2 30m; P3 2h; P4 1 business day. Cost: £3,500/month. TAM / Cloud Support Engineer TAM: Included in Premium; add‑on £1,800/month for Standard/Enhanced. Cloud Support Engineer: Included (pooled) in Premium; add‑on £1,200/month (6 hrs) for Standard/Enhanced; extra hours £165/hr. Onboarding (one‑time): £1,250. ITSM integration (optional): £950. ITIL‑aligned processes; UK hours; UK public holidays excluded.
• Support available to third parties: Yes
• AI chatbot: Yes

Onboarding and offboarding

• Getting started: We provide a structured onboarding process to ensure users can begin using the service quickly and confidently. Online Training (Included): We deliver live, remote training sessions for administrators and end users, covering setup, daily use, and best practice. All sessions are recorded and shared for ongoing reference. User Documentation (Included): Comprehensive user guides, quick‑start instructions, knowledge‑base articles, and release notes are provided. Documentation includes configuration steps, governance guidance, and troubleshooting information. Onboarding Workshops: A kick‑off session confirms requirements, roles, and access. A technical workshop configures the service, validates connectivity, and completes readiness checks. Optional adoption workshops help plan communication and rollout activities. Optional Onsite Training: Classroom-style, in‑person training can be provided on request as a charged professional‑services option. Ongoing Support During Onboarding: A named onboarding contact supports configuration, training, and early use. Test tickets are raised to familiarise users with the support process before go‑live. This approach ensures users understand the service, can operate it effectively, and are supported throughout implementation.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: At the end of the contract, users can request a secure export of their data. Altiatech supports data extraction in standard, open formats appropriate to the service, such as CSV, JSON or native cloud provider formats. Data exports are provided through secure transfer methods, including encrypted download links or secure file transfer, as agreed with the customer. Where required, Altiatech will assist with data validation to confirm completeness and integrity of the extracted data. Documentation is provided to explain the structure and contents of the exported data, enabling users to import it into alternative systems or services. Reasonable support is available during the extraction process as part of contract close-out. Following successful data extraction and confirmation by the customer, Altiatech will securely delete remaining customer data in line with contractual obligations, data protection requirements and industry best practice. This process ensures users can retrieve their data in a usable format and exit the service without vendor lock-in.
• End-of-contract process: At the end of the contract, Altiatech works with the customer to support an orderly and secure service exit. We agree an exit plan, including timelines for data extraction, service wind-down and handover activities. Customers can request a full export of their data in standard, open formats using secure transfer methods. Reasonable support is provided to assist with validation and transition to an alternative supplier or in-house solution. Access to the service continues until the agreed contract end date to allow data extraction and transition activities. No proprietary lock-in is applied. Following confirmation that data has been successfully extracted, Altiatech will securely delete remaining customer data in accordance with contractual requirements, data protection legislation and industry best practice. Any customer-owned licences, configurations or documentation are returned or transferred as agreed. Support services cease at contract end unless an extension or transition support period is agreed in advance. This approach ensures a controlled exit, protects customer data and enables continuity of service beyond the contract term
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: Yes
• Compatible operating systems:
  • Android
  • IOS
  • Linux or Unix
  • MacOS
  • Windows
  • ChromeOS
• Designed for use on mobile devices: No
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Our FinOps platform offers intuitive, web‑based access for configuration, monitoring, and ongoing optimisation.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: We have conducted accessibility reviews using screen readers, keyboard‑only navigation and browser zoom to ensure core workspace functions remain usable without a mouse. Users of assistive technologies participated in testing tasks such as launching applications, navigating the workspace and accessing files. Their feedback helped refine focus order, improve label clarity and enhance overall usability for those relying on non‑visual or alternative‑input tools.
• API: Yes
• What users can and can't do using the API: The AVD API allows administrators and integrators to automate and extend the platform. You can access documented REST endpoints to manage system configuration, publish or modify remote desktops and applications, and integrate with external systems using standard HTTPS requests that return JSON. The API also supports authentication workflows, enabling you to obtain tokens, query RD Session Hosts, manage session details, and build custom dashboards or automation tooling on top of the platform. Full API documentation is available via the built‑in /api/v2/docs interface or online.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • HTML
  • PDF
• API sandbox or test environment: Yes
• Customisation available: No

Scaling

• Independence of resources: Our FinOps tool uses a secure multi‑tenant architecture that strictly segregates customer data, guaranteeing complete isolation and preventing cross‑tenant access.

Analytics

• Service usage metrics: Yes
• Metrics types: Qwantro FinOps platform provides key service‑usage metrics such as compute hours, storage consumption, network traffic, and database utilisation. It also tracks cost allocation by service, project or department, identifies idle or underutilised resources, highlights cost anomalies, and offers rightsizing and optimisation insights. Forecasting, budget alerts and tag‑compliance metrics help maintain financial governance and ensure accurate visibility into cloud spending and usage trends.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Reseller providing extra features and support
• Organisation whose services are being resold: Aquila Cloud, Qwantro

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Developed Vetting (DV)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
• 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: ‘IT Health Check’ performed by a CHECK service provider
• Protecting data at rest:
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Physical access control, complying with another standard
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Degaussing
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Report exports
• Data export formats: Other
• Other data export formats: Reports
• Data import formats: Other
• Other data import formats: All data formats depending on requirements

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: 99.999% availability for the live production service. Availability is measured over a full calendar month and excludes planned maintenance that is communicated to customers in advance. Monitoring is continuous, and uptime is calculated at the platform boundary. Service Level Agreement (SLA): Guaranteed Availability: 99.9% per calendar month Unplanned Downtime Allowance: Up to 43.8 minutes per month Planned maintenance is scheduled outside core hours where possible and does not count towards availability. Service Credits: If monthly availability falls below the guaranteed level, customers are entitled to service credits applied to future invoices: < 99.9% to ≥ 99.0%: 5% service credit < 99.0% to ≥ 98.0%: 10% service credit < 98.0%: 15% service credit Customers may request service‑credit review via the support portal. Exclusions: Service credits do not apply where downtime results from customer actions, third‑party systems outside scope, or circumstances beyond reasonable control. This ensures a measurable, reliable, and financially backed availability commitment.
• Approach to resilience: Available on request
• Outage reporting: 1. Service Status Page (Included) All outages—planned or unplanned—are published on our real‑time online service‑status page. This includes incident description, affected components, start time, severity, and ongoing updates until resolution. 2. Automated Notifications Customers can subscribe to receive outage alerts via email. Notifications are sent at incident start, during major updates, and once service is restored. 3. Direct Customer Communication For high‑severity incidents (P1), we issue direct communications to nominated customer contacts, including estimated time to resolution and workaround information where applicable. 4. Service Desk Updates All incidents are logged in the support portal. Users can track progress, view status changes, and receive updates automatically. 5. Post‑Incident Reporting For any major outage, a post‑incident report (PIR) is provided detailing root cause, impact, actions taken, and preventative measures.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: Access to management interfaces and support channels is controlled using role-based access and least-privilege principles. Users receive only permissions required for their role. Authentication uses secure credentials, with Multi-Factor Authentication supported where available and identity federation with customer providers. Management interfaces are protected through secure web access and session monitoring. Support channels such as portals, email and phone require user verification before account actions. Administrative access is restricted to authorised personnel, logged and reviewed. Privileged access is limited, monitored and subject to approval. These controls ensure only authorised users and staff can access systems and perform actions.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • Username or password

Audit information for users

• Access to user activity audit information: 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: ISO/IEC 27001
• Information security policies and processes: We operate an information security management framework aligned to ISO/IEC 27001 principles and UK government cloud security guidance. Our policies cover access control, data protection, incident management, change management, risk management, supplier assurance and business continuity. Information security oversight sits with senior management, supported by designated security leads responsible for policy implementation and compliance. Roles and responsibilities are clearly defined and documented. Policies are enforced through technical controls, role-based access, secure configuration standards and ITIL-aligned operational processes. Compliance is supported through staff security awareness training, mandatory onboarding briefings and regular policy reviews. Security incidents are managed through a documented incident response process, including investigation, containment, reporting and remediation. Where required, incidents are escalated to customers in line with contractual obligations. Policies and processes are reviewed regularly to reflect changes in technology, regulation and risk, ensuring ongoing alignment with best practice and customer requirements.
• 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 operate ITIL‑aligned configuration and change management. Configuration items (CIs)—infrastructure, applications, integrations, and dependencies—are recorded in a CMDB with unique IDs, ownership, versions, relationships, and lifecycle states (planned, live, retired). Changes follow a gated workflow: RFC → impact/risk assessment → approval → implementation → validation. Security impact is assessed via threat modelling, dependency review (SBOM), vulnerability checks, data‑classification impact, and segregation‑of‑duties. Changes are categorised (standard/normal/emergency), require CAB approval (where applicable), are tested in pre‑prod, and include back‑out plans, audit trails, and post‑implementation review.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: We operate a continuous vulnerability‑management process. Potential threats are assessed through automated scanning, threat modelling, dependency/SBOM review, and regular security monitoring. We track advisories from recognised sources including vendor security bulletins, industry CERT feeds, and threat‑intelligence services. Critical vulnerabilities are patched as quickly as possible—typically within 24–48 hours—with high‑severity issues addressed in the next scheduled maintenance window. All patches are tested in pre‑production, assessed for security and service impact, and deployed using controlled change‑management processes with audit trails and fallback plans. This ensures timely, risk‑based protection of the service.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We use continuous protective monitoring to detect and respond to potential compromises. Threats are identified through log analysis, behavioural anomaly detection, security event correlation, and automated alerts from our monitoring and IDS/IPS tools. When a potential compromise is detected, it is triaged immediately, escalated to our security team, and investigated using forensic and audit data. Containment actions are applied promptly, followed by remediation and root‑cause analysis. Critical security incidents receive a response within 15 minutes, with lower‑severity issues handled according to priority. All actions are logged, reviewed, and fed back into our security improvement process.
• Incident management type: Supplier-defined controls
• Incident management approach: We operate ITIL‑aligned incident‑management processes with predefined procedures for common events such as service degradation, authentication issues, and performance alerts. Users report incidents via the support portal, email, or phone, where tickets are logged, prioritised, and tracked. High‑severity incidents trigger immediate automated alerts and escalation to our support team. We provide incident updates through the portal and direct communications for major incidents. Post‑incident reports (PIRs) are issued for significant or recurring issues, detailing root cause, impact, actions taken, and preventative measures. This ensures consistent, transparent, and timely incident handling
• 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: Yes
• Free trial available: Yes
• Description of free trial: We offer a limited, time-bound trial of the service for evaluation. The trial provides access to a restricted subset of features in a non-production environment. The trial excludes production workloads, live data, integrations, support and SLAs. Usage and user numbers are capped. Trials are available for a short, agreed period.

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

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

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: BSI
• ISO/IEC 27001 accreditation date: Thursday 29 July 2021
• What the ISO/IEC 27001 doesn’t cover: All is covered
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: BSI
• ISO 9001 accreditation date: Monday 17 November 2025
• What the ISO 9001 doesn’t cover: All is covered
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 26f8bea7-1e5c-4f87-8c23-8be008487786
• 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
    • 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
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery

  • 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 mon@altiatech.com. Tell them what format you need. It will help if you say what assistive technology you use.