VE3 GLOBAL LTD

Dynamics 365 Customer Engagement Services

VE3’s services offer a high-quality and predictable approach to enhancing the entire customer experience. We provide strategic guidance and technology solutions covering sales and marketing, customer service, and connected field service. As the market leader for Dynamics 365, we assist organizations in maximizing the value of these technology investments.

Features

• End-to-end customer experience enhancement
• Dynamics 365 sales optimisation
• Marketing automation enablement
• Customer service process modernisation

Benefits

• Improved customer satisfaction
• Faster sales cycles
• Enhanced service efficiency
• Better resource utilisation

• Education pricing 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 prime@ve3.global. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

172957186580123

Contact

Nikhil Alex
02045520840
prime@ve3.global

About your service

• Service categories:

  Applications

  Customer relationship management

  • Marketing campaign management
  • Digital commerce
  • Sales force productivity and management
  • Customer service
  • Contact centre

  Advertising

  • Advertising Placement
  • Advertising Measurement
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: Our service can operate standalone but commonly extends major enterprise SaaS platforms such as Microsoft Dynamics 365, Power Platform, Microsoft 365, Salesforce, SAP Cloud, Oracle Cloud Applications, Google Workspace, and ServiceNow. It enhances functionality through configuration, integration, analytics, automation, and user experience improvements across these ecosystems.
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: The service depends on the availability and licensing of Microsoft Dynamics 365 applications, and some capabilities require additional modules such as Sales, Marketing, Customer Service, or Field Service. Integrations with CRM, ERP, telephony, marketing platforms or legacy systems may require custom development or API availability. Performance and experience depend on network reliability, data quality and customer IT policies. Advanced analytics, AI automation or personalisation may require Azure Cognitive or Customer Insights add-ons. Microsoft’s release cycle, dependency updates, and planned maintenance windows also apply.
• System requirements:
  • Active Microsoft Dynamics 365 subscription.
  • Azure AD authentication enabled.
  • Stable internet connectivity required.
  • HTTPS-enabled firewall access.

User support

• Email or online ticketing support: Yes
• Support response times: We provide 24×7 email and online ticketing support. Standard enquiries are acknowledged within 30 minutes, with response times faster for priority incidents. Weekend and bank-holiday response times remain the same for supported customers under Enhanced and Premium SLAs
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: Yes
• Support levels: We provide four support tiers: Standard, Enhanced, Premium and Managed. Standard includes business-hours support, incident handling and access to cloud support engineers. Enhanced adds extended-hours cover, proactive monitoring and improved response SLAs. Premium provides full 24×7 support, priority incident handling, continuous monitoring and scheduled service reviews. Managed offers a fully managed 24×7 service including optimisation, patching, lifecycle management and operational governance. Support pricing varies by tier and is charged as a monthly managed-service fee based on scope and SLA. Customers selecting Enhanced, Premium or Managed tiers receive access to a Technical Account Manager or Cloud Support Engineer for architectural guidance, optimisation recommendations and ongoing assistance.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We provide a structured onboarding process that includes configuration support, guided setup sessions, and access to comprehensive online documentation. Users receive role-based training through virtual workshops, video tutorials, and self-service knowledge bases. Where required, we offer onsite training, admin enablement, and environment walkthroughs. Initial setup assistance covers user provisioning, integration setup, data loading, and familiarisation with key features to ensure rapid adoption and smooth transition.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: Users can export all their data before contract closure through the platform’s standard export tools, APIs, or reporting interfaces. Data can be extracted in open formats such as CSV, JSON, or XML. Administrators may request a full system export via our support team if required. All exports follow secure transfer protocols, and no restrictions are placed on the volume of data that can be retrieved. Once extraction is completed and confirmed, data is securely wiped in line with our retention and sanitisation policies.
• End-of-contract process: At contract end, the service enters a controlled offboarding phase. Users retain full access for a defined notice period to extract data using built-in export tools or APIs (included in the contract price). Standard closure activities—account deactivation, data retention for the agreed period, and secure deletion—are also included. Additional costs may apply for optional services such as extended access beyond the contract end date, bespoke data extraction formats, archived environment rehydration, specialist consultancy support, or migration assistance to new systems. All actions follow agreed timelines, and the buyer receives confirmation once data sanitisation and account closure are completed.
• 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: Yes
• Differences between the mobile and desktop service: The service is fully accessible on mobile devices through responsive web interfaces or dedicated mobile applications where supported. Core functionality—such as viewing dashboards, accessing records, approving workflows, and receiving notifications—remains available on mobile. However, certain advanced features (complex configurations, administrative settings, bulk operations, and large-scale data visualisation) are optimised for desktop use due to screen size and processing needs. Mobile interfaces prioritise simplicity, quick actions, and real-time updates, while desktop versions support more detailed analysis, configuration, and multi-window work. Performance may vary depending on device capability, browser version, and network connectivity.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: The service provides a secure, browser-based interface with intuitive navigation, configurable dashboards, search functions, workflow actions, and role-based access controls. Users can manage records, run reports, trigger automations, configure settings (subject to permissions), and integrate with other SaaS applications. The interface supports responsive design for desktop, tablet, and mobile. Administrators access additional configuration panels, monitoring tools, and audit logs. The design follows modern UX patterns, ensuring ease of use, consistent layouts, and minimal training overhead. Multi-factor authentication, SSO, and session timeouts enhance security. Contextual help and tooltips support user guidance throughout the interface.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Our service interface undergoes accessibility reviews aligned to WCAG 2.2 AA, including compatibility testing with assistive technologies such as screen readers (NVDA, JAWS), voice control tools, magnifiers, and keyboard-only navigation. We conduct usability sessions with users relying on these tools to validate navigation structure, focus order, colour contrast, form labels, ARIA landmarks, and error messaging clarity. Automated accessibility scans (Axe, WAVE) complement manual testing to identify potential barriers early in the development cycle. All new UI components pass accessibility checkpoints before release, and issues raised by users are prioritised in product backlogs. Continuous testing ensures ongoing compliance as interfaces evolve, and accessibility improvements are included in regular update cycles.
• API: Yes
• What users can and can't do using the API: Our services provide secure REST-based APIs that allow authorised users and systems to integrate, automate, and extend platform functionality. Through the API, users can authenticate, create and update records, trigger workflows, extract analytics, sync data with external systems, and manage configurations such as metadata, preferences, or custom objects (subject to permissions). API access supports automation of routine tasks and facilitates seamless integration with ERP, CRM, BI, and external data sources. Some administrative activities—such as licence assignment, system-level configuration, security policy updates, or environment provisioning—must be performed through the main interface and are intentionally restricted for security reasons. API rate limits, payload size limits, and dependency on platform-level quotas may apply. Sandbox or test environments are recommended for complex integrations to avoid production impact. API usage requires valid credentials, appropriate roles, and secure use of TLS 1.2+.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • HTML
  • ODF
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Buyers can customise the service at multiple levels, depending on the platform. Typical customisation options include configuring workflows, forms, dashboards, reports, page layouts, business rules, data models, permissions, integrations, and automation logic. Users can also extend functionality using low-code tools, custom fields, API-driven extensions, and branding options such as logos, themes, and navigation layouts. Customisation is performed through the service’s administration console, low-code/no-code configuration tools, or APIs. Advanced customisations—such as scripting, integration connectors, or enterprise workflows—may require technical administrators or developer roles. Business users with appropriate permissions can safely adjust dashboards, filters, and UI settings without coding. All customisations comply with platform governance controls and can be versioned, tested, and deployed via sandbox environments.

Scaling

• Independence of resources: We ensure tenant isolation through a multi-tenant cloud architecture that allocates dedicated logical resources to each buyer. Workloads are separated using containerisation, virtualisation, throttling controls, and role-based isolation at the application, data, and processing layers. Auto-scaling and load-balancing prevent performance degradation during peak demand, while quota enforcement, API rate limiting, and resource sandboxing ensure no customer can consume disproportionate capacity. Underlying cloud platforms continuously monitor utilisation and automatically provision additional compute or storage to maintain consistent performance. This guarantees buyers remain unaffected by demand generated by other tenants, ensuring stability, performance, and predictable service behaviour at all times.

Analytics

• Service usage metrics: Yes
• Metrics types: We provide comprehensive service usage metrics covering user activity, feature utilisation, API consumption, storage usage, data processing volumes, workflow executions, and system performance indicators. Administrators can track login patterns, record changes, licence utilisation, dashboard/report usage, and integration activity. Platform health metrics—including errors, latency, and throughput—are also available. These metrics support optimisation, auditing, governance, and capacity planning. Buyers can configure alerts, export metrics, and schedule reports for periodic review.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Baseline Personnel Security Standard (BPSS)

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 CREST-approved service provider
• 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:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Degaussing

Data importing and exporting

• Data export approach: Users can export their data through built-in export tools, downloadable reports, or secure API endpoints. Administrators can extract full datasets in open formats such as CSV, JSON, or XML, while business users can export filtered reports or record sets from the interface. For large datasets or structured exports, users can request bulk exports via support.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • JSON
  • XML
  • XLSX
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • JSON
  • XML
  • XLSX

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • 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: We guarantee 99.9% to 99.99% service availability, depending on the specific SaaS platform used (Microsoft, Salesforce, SAP, Oracle, ServiceNow, or VE3 cloud services). Availability is measured monthly and excludes planned maintenance windows notified in advance. If availability falls below the guaranteed SLA threshold, buyers receive service credits proportional to the outage duration, applied to the following billing period. Credits typically range from 5% to 25% of monthly fees, based on the severity of non-compliance. Critical components operate on highly redundant cloud infrastructure with resilient compute, storage, and network architecture to minimise downtime.
• Approach to resilience: Our Lot 2b SaaS services are built on hyperscale cloud platforms (such as Azure, AWS, Oracle, SAP, Salesforce, or VMware) that provide high availability, redundancy and automated failover. Applications are typically deployed across multiple availability zones with redundant compute, storage and networking so failure of a single node or zone does not impact the overall service. Data is stored with replication and integrity checks, and backup and recovery processes are in place to support defined RPO/RTO targets. Resilience is further reinforced by load balancing, auto-scaling, health probes and automated restarts of failed components. Continuous monitoring and alerting detect issues early and trigger predefined runbooks. Detailed datacentre architecture and platform-specific resilience patterns can be provided to buyers on request under appropriate confidentiality arrangements.
• Outage reporting: We provide transparent outage reporting through multiple channels. A public service status dashboard displays real-time and historical availability information, planned maintenance, and active incidents. Buyers can subscribe to email alerts for incident notifications, progress updates, and resolution confirmation. For technical teams, an API is available to query service health and integrate status updates into monitoring tools. Major incidents are communicated promptly, with regular updates until restoration. Root-cause summaries are shared after resolution.

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 all management interfaces is strictly limited through role-based access control (RBAC), enforced multi-factor authentication (MFA), and least-privilege permissions. Administrative actions are available only to authorised users with verified identities, and all access is logged and monitored. Support channels restrict access through identity verification, ticket authentication, and controlled session logging. Support staff operate within segregated environments and can only access customer environments when explicitly approved and time-bound. Elevated access is granted temporarily and audited to ensure full traceability and compliance.
• Access restriction testing frequency: At least once a year
• 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: At least 12 months
• Access to supplier activity audit information: Users have access to real-time 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:
  • CSA CSM version 4.0
  • ISO/IEC 27001
• Information security policies and processes: We operate an ISO 27001-certified Information Security Management System (ISMS) supported by aligned controls from ISO 27017, Cyber Essentials Plus and NCSC Cloud Security Principles. Our security policies cover access control, encryption, vulnerability management, incident response, change management, secure development, supplier assurance, business continuity and data protection. Policies are reviewed annually, approved by senior leadership and communicated to all staff. Security governance is overseen by the Chief Information Security Officer (CISO), supported by a Security Operations function responsible for monitoring, threat analysis, and compliance. Operational teams follow defined security procedures, with mandatory secure-coding, privacy and cyber-awareness training. We enforce least-privilege access, MFA, continuous logging, and segregation of duties across all environments. Compliance is verified through internal audits, external audits, automated policy checks, penetration tests and routine risk assessments. Non-conformities are tracked and remediated via our security governance board. All changes follow a controlled change-management process including security impact assessment. Incident response procedures define escalation paths, communications, and post-incident reviews. Regular reporting provides transparency to senior management and ensures ongoing adherence to policies and regulatory 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 follow an ITIL-aligned configuration and change management process across all Lot 2b services. Service components—environments, integrations, configurations, workflows and extensions—are tracked through configuration repositories or CMDB-style records with full version history and ownership details. All changes follow a structured workflow: request, assessment, approval, implementation, testing and review. Each change undergoes a security impact assessment covering access, data flows, encryption, permissions and compliance. Higher-risk changes require security review and CAB approval. Changes are deployed first in non-production environments, undergo functional and security testing, and are moved to production through controlled, auditable deployment processes with rollback options.
• 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 structured vulnerability management process across all Lot 2b services. Potential threats are identified via automated vulnerability scans, configuration baseline checks, cloud security tools, penetration tests, and log analysis. Issues are assessed using CVSS scoring, exploitability, exposure and business impact. Critical vulnerabilities are typically remediated within 24–72 hours, with high/medium issues addressed within defined SLAs or planned maintenance windows. We consume threat intelligence from cloud platform advisories (Microsoft, Salesforce, SAP, Oracle, AWS, Google), vendor security bulletins, NCSC alerts and industry feeds (CVE/NVD). Remediation actions are tracked to closure through our security governance process, with verification scans confirming fixes.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: We apply continuous protective monitoring across all Lot 2b services using cloud-native security tools, SIEM correlation, anomaly detection, and alerting on suspicious activity such as unusual logins, privilege escalation, configuration changes, or abnormal data/API usage. Potential compromises are triaged immediately, with critical incidents addressed within 1 hour. Our response process includes containment, investigation, removal of malicious activity, and service recovery. After resolution, we apply corrective actions, update monitoring rules and playbooks, and provide incident summaries to affected buyers where appropriate.
• 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 follow an ITIL-aligned incident management process with pre-defined runbooks for common events such as access issues, performance problems, integration failures, and security alerts. Users report incidents through the service desk portal, email, or phone, and many are automatically generated by monitoring tools. Incidents are logged, prioritised, and tracked to resolution, with regular status updates provided. For major or repeated issues, we issue formal incident reports detailing the impact, root cause, actions taken, and preventative measures. Lessons learned are incorporated into ongoing service and monitoring improvements.
• Post-quantum cryptography secure: Yes

Secure development

• Approach to secure software development best practice: Independent review of processes (for example CESG CPA Build Standard, ISO/IEC 27034, ISO/IEC 27001 or CSA CCM v4.0)

Public sector networks

• Connection to public sector networks: Yes
• Connected networks:
  • Public Services Network (PSN)
  • Scottish Wide Area Network (SWAN)
  • Health and Social Care Network (HSCN)

Pricing

• Discount for educational organisations: Yes
• Free trial available: No

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

• Less than £250,000: 1%
• Between £250,000 and £500,000: 1.25%
• Between £500,001 and £1,000,000: 1.5%
• Between £1,000,001 and £2,500,000: 2%
• Between £2,500,001 and £5,000,000: 3%
• Over £5,000,001: 5%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Staunchly Management and System Services Limited
• ISO/IEC 27001 accreditation date: Saturday 6 January 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: Staunchly Management and System Services Limited
• ISO 9001 accreditation date: Saturday 24 June 2023
• 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: D87607cd-0025-481e-8f94-0800702f70cf
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: F46b0858-b762-40d1-9775-dbf1fc93978b
• Other security certifications: Yes
• Any other security certifications:
  • ISO 14001
  • ISO 20001
  • ISO 22301

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

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

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

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
    • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract

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

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

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • 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)
    • 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 prime@ve3.global. Tell them what format you need. It will help if you say what assistive technology you use.