Fitzrovia IT Limited

Microsoft 365

Microsoft 365 is a cloud-based suite that integrates productivity apps, collaboration tools, and security services. It includes: - Apps: Word, Excel, PowerPoint, Outlook, OneNote
- Collaboration tools: Microsoft Teams, SharePoint Online
- Cloud storage: OneDrive for Business
- Security & Compliance: Defender/Purview, InTune
- Analytics & Automation: Power BI/Power Automate

Features

• Unified programmability across Microsoft 365 services
• Real-time collaboration components across apps
• Embedded AI assistance in Word, Excel, Outlook, Teams
• Data visualization and business intelligence
• Workflow automation across apps and services
• Threat protection for email and collaboration
• Data loss prevention (DLP), information protection, eDiscovery, audit
• Identity and access management, SSO, MFA
• Endpoint management for devices and apps
• Cloud file storage, sync, and sharing

Benefits

• Anywhere Access
• Real-Time Collaboration
• AI Integration
• Cross-Platform Compatibility
• Advanced Threat Protection
• Data Loss Prevention
• Identity & Access Management
• Regulatory Compliance Tools
• Scalable Licensing
• Workflow Automation

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

Framework

G-Cloud 15

Service ID

166983911504772

Contact

Daren Oliver
07949654140
dareno@fitzroviait.com

About your service

• Service categories:

  Systems Infrastructure Software

  Security

  • Endpoint security
  • Governance, risk and compliance

  Identity and access management

  • Access

  Network security

  • Trusted network access and protection

  Data security

  • Information protection
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: Microsoft 365 stores customer data in regional datacenters, but not all services support granular data residency controls.
• System requirements:
  • Windows 11 Machine
  • MacOS Monterey (12) or later
  • IOS 15 or later
  • Android 10 or later
  • Latest browser version of Edge, Chrome, Firefox
  • Internet Access Required for installation, activation, updates, and cloud features
  • Copilot AI features require additional licensing
  • Teams Calling/Voice Requires certified hardware and network
  • Microsoft Account Needed for subscription management and app access
  • Touch Support: Optional; works best with Windows devices supporting multitouch

User support

• Email or online ticketing support: Yes
• Support response times: Immediate Telephone Technical Response is provided. For Critical Systems Failure (P1) - 2-hour fix or workaround For VIP or Service Affecting (P2) - 2-hour fix or workaround For Standard Support (P3) - 4-hour fix or workaround
• 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
• 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 provided by our NinjaOne RMM partner.; ; NinjaOne partnered with an external assessor to perform accessibility assessments against the Web Content Accessibility Guidelines (WCAG) 2.2 AA / Voluntary Product Accessibility Template (VPAT) 2.5 standards for major products and functionality. The NinjaOne core platform achieved “Supports” or “Partially supports” for all applicable WCAG 2.2 criteria. VPAT reports are available upon request.
• Onsite support: Yes
• Support levels: Fitzrovia provides an immediate telephone response from technical personnel to all service desk tickets logged by phone; users will never be placed in a call queueing system. Incidents are triaged by a qualified technical engineer and assigned to an appropriate L1, L2 or L3 qualified engineer.; ; Technical support pricing is agreed with Buyers on a per call-off basis, based on Buyer requirements. ; ; We assign dedicated Problem Managers to each Buyer, supporting Buyers throughout their product or service lifecycle.; ; Our ITIL-qualified technical team will log support tickets, collect all necessary information, and work with L1, L2, and L3 engineers to implement a permanent fix or workaround within the agreed response times.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: We first select a team to manage the onboarding process. It will include your account manager, who will be with you throughout the transition and beyond, as well as service management and technical specialists who will guide you through the process of setting up your service. We will also assign a dedicated project manager to oversee this process.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: As part of the off-boarding process, we will discuss data extraction with the Buyer. Should any data extraction be required, the Account Manager will discuss the requirements and timescales with the Buyer.
• End-of-contract process: Offboarding activities are initiated and a project task is drawn up to get the Offboarding work to be executed once agreed. Additional costs will apply depending on time and effort required in the depth of the Offboarding activities undertaken which will be pre-agreed with the client.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: This is provided as part of Project Communication Tools such as Email, Teams and SharePoint Links.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: Yes
• Compatible operating systems:
  • Android
  • IOS
  • MacOS
  • Windows
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: There is most common functionality available on mobile and desktop devices
• Service interface: No
• User support accessibility: WCAG 2.2 AA
• API: No
• Customisation available: Yes
• Description of customisation: Buyers customise Microsoft 365 services by choosing the right licensing plan, adjusting features, and scaling subscriptions to match their operational needs. The platform is intentionally modular, so organisations can tailor apps, security, storage, and compliance capabilities to their environment.; Buyers would nominate their users who would also be able to customise further in terms of the landing pages on the Web Portals of their allocated tenant to reflect their own brand and design.

Scaling

• Independence of resources: Microsoft 365 guarantees performance isolation through a multi-tenant architecture with logical separation, automated resource scaling, and tenant-specific throttling controls. This ensures that one tenant’s demand does not degrade another’s experience.

Analytics

• Service usage metrics: Yes
• Metrics types: Microsoft 365 service metrics include usage, performance, availability, and adoption indicators that help organizations monitor health, optimize licensing, and ensure service reliability.
• Reporting types:
  • 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: Microsoft Cloud

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Security Clearance (SC)

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: Managed by a third party
• 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 another standard
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type: Data Erasure

Data importing and exporting

• Data export approach: Users can export data from Microsoft 365 using built-in tools like Outlook, eDiscovery, PowerShell, or third-party solutions—depending on the type of data and their role (user vs admin).
• Data export formats: CSV
• Data import formats: CSV

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: Microsoft 365 guarantees a minimum of 99.9% availability for its core online services, backed by financially supported Service Level Agreements (SLAs).
• Approach to resilience: Microsoft 365 datacenter architecture is designed for high resilience, ensuring continuity, fault tolerance, and rapid recovery across global workloads.
• Outage reporting: Public Service Status WebSite

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)
  • Username or password
• Access restrictions in management interfaces and support channels: We implement enforced MFA for all management access, at minimum, on IT systems. We also utilise Role Based Access Control (RBAC) to restrict user access.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • 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: Between 1 month and 6 months
• Access to supplier activity audit information: You control when users can access audit information
• How long supplier audit data is stored for: Between 1 month and 6 months
• How long system logs are stored for: Between 1 month and 6 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: This is available upon request
• 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 have a robust Change Acceptance Board (CAB) that tracks all proposed changes across all systems. The Change board process includes a ticket that is tracked on our PSA system that goes through multiple layers of review and approval from a security and system risk perspective.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: We use Tenable Security as an internal tool for vulnerability scanning and management. This is a PCI DSS Approved Scanning Vendor (ASV) tool. We ensure that all CVSSv3 vulnerabilities above a score of 7.0 are fixed within 14 days, in line with NCSC guidelines.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: We have an internal Security Operations Center (SOC) security team that proactively monitor and detect all security incidents across our core platforms. They are trained and equipped with tools to detect the latest Indicators of Compromise (IoCs) and cyber attacks.
• 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: We have pre-defined Incident Management workflows and run books that cover all types of security incidents. We align to the NIST Framework for Incident Response, as well as best practices from Microsoft and the NCSC. We have clearly defined processes for reporting internal security incidents.Our SOC team have a robust reporting framework used for all incident reporting, that includes specific technical entities, findings and timelines of all cyber events and alerts within the incident.
• 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: Microsoft 365 offers a 30-day free trial that provides full access to premium apps, cloud storage, and AI-powered features like Copilot. You’ll need to provide a payment method, but you can cancel anytime before the trial ends to avoid charges.

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

• Less than £250,000: 5%
• Between £250,000 and £500,000: 6%
• Between £500,001 and £1,000,000: 8%
• Between £1,000,001 and £2,500,000: 10%
• Between £2,500,001 and £5,000,000: 12%
• Over £5,000,001: 15%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: British Assessment Bureau
• ISO/IEC 27001 accreditation date: Tuesday 30 April 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: British Assessment Bureau
• ISO 9001 accreditation date: Tuesday 30 April 2024
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 5bcfecbf-b914-4439-9189-5e995d3c3118
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: C039d126-6971-4c53-a34e-0b720614a9d1
• Other security certifications: Yes
• Any other security certifications:
  • NCSC Assured Service Provider
  • IASME Defence Cyber Certification Provider - Level 0
  • IASME Cyber Assurance Level 1

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