Node4 Ltd

Teams Calling

Teams Calling transforms Microsoft Teams into a comprehensive communication hub, integrating telephony services for seamless internal and external calls. With global reach, advanced call management features, and direct routing capabilities, it enables organisations to consolidate communication tools, enhancing collaboration and productivity within a secure, unified platform.

Features

• Direct routing integrates existing telephony systems with Teams
• Global calling capabilities, connecting users worldwide through Microsoft Teams
• Advanced call management features like call forwarding, holding, and transferring
• Voicemail transcription and forwarding to email for efficient message management
• Call queues and auto attendant for professional call handling
• Comprehensive call analytics for insights into communication patterns and performance
• Secure and reliable communication with Microsoft's enterprise-grade security measures
• Easy to manage user settings and permissions within Teams interface
• Integration with Microsoft 365 for a cohesive productivity suite
• Support for a wide range of devices and headsets

Benefits

• Unifies communication tools, reducing complexity and streamlining internal/external conversations
• Enhances productivity by integrating calling features into familiar Teams environment
• Facilitates remote and flexible working with comprehensive telephony capabilities online
• Reduces telephony costs by leveraging VoIP technology and existing infrastructure
• Improves customer service with advanced call handling and distribution features
• Offers scalable communication solutions to meet growing organisational needs
• Provides detailed call analytics to inform business decisions and strategies
• Ensures secure communications, adhering to compliance and privacy standards
• Simplifies administration with easy-to-use management tools and settings
• Supports a seamless transition to cloud communications with minimal disruption

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 bidmanagement@node4.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

204253838485839

Contact

James Tandy
0345 123 2222
bidmanagement@node4.co.uk

About your service

• Service categories:

  Applications

  Collaborative

  • Team collaboration
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: Teams Calling, while comprehensive, may face constraints such as privacy and consent issues, complex access control management, potential integration challenges with non-Microsoft systems, variable accuracy of transcription and translation services, possible limitations in customisation, and dependence on internet connectivity. These potential constraints should be assessed based on specific organisational needs and context.
• System requirements:
  • Computer and Processor: 1.1 GHz or faster, two core.
  • Memory: 4.0 GB RAM.
  • Hard Disk: 3.0 GB available disk space.
  • Display: 1024 x 768 screen resolution.
  • Graphics Hardware: DirectX 9 or later.
  • Operating System: Windows 11, Windows 10, Android, iOS
  • .NET Version: Requires .NET 4.5 CLR.
  • Video: USB 2.0 video camera.
  • Devices: Standard laptop camera, microphone, speakers or smartphone.
  • Licensing: Teams Phone license required.

User support

• Email or online ticketing support: Yes, at extra cost
• Support response times: Node4 shall prioritise all Service Tickets based on its reasonable assessment of the Priority level (P1 to P4); and respond to all Service Tickets in accordance with the initial response times specified below:; Response Acknowledgement: P1=30 Mins, P2=1 Hour, P3=2 Hours, P4=4 Hours; Commencement: P1=1 Hour, P2=2 Hours, P3=4 Hours, P4=N/A; Frequency of Updates: P1=1 Hour, P2=2 Hours, P3 and P4 =12 Hours if Resolve / Target to Fix exceeded; Resolve / Target; to Fix: P1=4, P2=8, P3=12, P4=36
• 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: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: Standard testing with accessibility software
• Onsite support: Yes, at extra cost
• Support levels: Support level options are as follows: -; Business Hours; Standard business hours support 9am to 5:30pm weekdays, excluding bank and national holidays; 24 x 7; Priority 1 and 2 – Support hours 24/7; Priority 3, 4 and Service Request – Support hours between 9am and 5.30pm weekdays, excluding bank and national holidays.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: We tailor on-boarding services based on client requirements, but these are typically aligned to ITIL v4 transition guidelines. This can be either tailored or provided using our standard, predefined service.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: When a contract for Teams Calling ends, users can extract their data by downloading the call recordings. These recordings are stored in either OneDrive or SharePoint. However, it’s important to note that recordings are automatically deleted after a set period of time, which is determined by the admin. Therefore, it’s recommended to download and save any necessary data before the contract ends or the set expiration time
• End-of-contract process: End of contract scenarios are agreed in advance and either tailored to client requirements or we can provide a standard, predefined solution, based on ITIL v4 processes and guidelines.; Additional costs are determined on a case by case basis, dependent on size and complexities of activities.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Microsoft Teams Calling has been designed to work on mobile devices. It offers a feature called Teams Phone Mobile, which allows you to use your SIM-enabled, business-provided phone number as your Teams phone number. This enables seamless call answering and switching between devices. Your call history is shared between Teams and the phone app, and you can transfer calls from your phone app to Teams on any device. This ensures you stay connected no matter where you are
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: The service interface for Microsoft Teams Calling is designed to provide a seamless and efficient calling experience. It includes:; ; Calls App: This combines contacts, voicemail, and call history.; Call History: Call history, including missed calls, is centrally located.; Speed Dial and Contacts: Speed dial contacts and contact groups are easily accessible; Voicemail: You can review your voicemail summaries and transcripts; Call Settings: You can manage call settings, including connected calling device, call forwarding, and call groups, directly within the calls experience
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Testing using standard tooling.
• API: Yes
• What users can and can't do using the API: The Call Records API is part of the Microsoft Graph. This API provides usage and diagnostic information about the calls and online meetings that occur within your organisation when using Microsoft Teams
• API documentation: Yes
• API documentation formats:
  • HTML
  • PDF
• API sandbox or test environment: No
• Customisation available: No

Scaling

• Independence of resources: Automatic platform scaling ensures that individual users are provided with sufficient resources - additional resources are allocated automatically where needed.

Analytics

• Service usage metrics: Yes
• Metrics types: Microsoft Teams Calling provides a variety of usage metrics. These include:; ; Teams Usage Report: This report provides insights into how users in your organisation are using Teams.; Teams User Activity Report: This report provides detailed information about user activities, such as number of messages posted, calls participated in, and meetings organised.; Teams Device Usage Report: This report provides information about devices used to access Teams.; Teams App Usage Report: This report provides information about the total active users of the app.; Call Record Insights: This tool provides insights into call data, such as call duration and type by user.
• Reporting types: Real-time dashboards
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Reseller (no extras)
• Organisation whose services are being resold: Microsoft

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
  • 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 every 6 months
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Encryption of all physical media
• 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 importing and exporting

• Data export approach: Download either to SharePoint or OneDrive
• Data export formats: Other
• Other data export formats: MP4
• Data import formats: Other
• Other data import formats: Data is not uploaded into Teams Calling

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: Service Level Agreement (SLA): Microsoft Teams offers a 99.99% uptime SLA.; Refund Policy: If Microsoft does not meet the guaranteed level of availability, they offer financial commitments for credit. The specifics of these commitments would be outlined in the terms of the individual service agreement between Microsoft and the customer.; Scope of SLA: The 99.99% SLA applies to Microsoft Teams Calling Plans, Phone System, and PSTN Audio Conferencing.; Please note that the exact terms and conditions of the SLA and refund policy can vary and should be verified in the specific contract or agreement you have with Microsoft.
• Approach to resilience: Microsoft Teams and its data centres are designed with a high level of resilience to ensure service continuity.; ; Microservice Architecture: Teams is built with a highly resilient microservice architecture that splits tasks across multiple geo-redundant systems to ensure high availability and performance.; Azure’s Built-in Resiliency: Microsoft Teams leverages Azure’s built-in resiliency, making it extremely resistant to failures.; Data Centre Redundancy: Teams is operated out of at least two geographically distant Azure regions, and more where possible.; Failover Operations: Failover operations are used as part of normal day-to-day service management processes for load balancing and maintenance tasks, as well as for recovery during Service Incidents.; Fault Isolation: Microsoft Teams service infrastructure is highly segmented, which severely limits the scope of most types of impact.; Graceful Degradation: Microsoft Teams has introduced several features to limit the real-world impact of service degradation.; Business Continuity Management (BCM): Microsoft’s Enterprise Resilience and Crisis Management team oversees business continuity management and disaster recovery activities across Microsoft services and cloud offerings; Data Replication: Data replication between data centres provides high availability and reliability during a catastrophic incident.; Testing of BCDR Plans: Microsoft business continuity and disaster recovery plans are tested, updated, and reviewed annually.
• Outage reporting: Microsoft Teams has a robust system for reporting and handling outages, including those related to call recording.; ; Analytics and Reporting: Microsoft Teams provides a comprehensive analytics and reporting system in the Teams admin center. You can run different reports to get insights into how users in your organisation are using Teams.; Usage Reports: To get a report on the number of calls made or received by an individual within a specified time period, you can run a usage report in Teams Admin center.; Incident Reports: In case of an outage, such as a call recording outage, an incident report is created.; Diagnostics: If there are issues with meeting recordings, you can run the 1:1 Call Recording Diagnostic for an affected user.; Service Incidents: Microsoft also provides updates on service incidents on their official X account.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: The service uses Role-Based Access Control to assign specific permissions to different roles. Multi-factor authentication is in place to verify the identity of users. Conditional access policies are used to control who can access what, with regular audits to monitor activity. These steps ensure that your call recordings are accessed only by authorised personnel. Your security is our priority.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password

Audit information for users

• Access to user activity audit information: 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: Node4 operates an Information Security Management System (ISMS) which conforms to ISO27001. The purpose of the ISMS is to assess and manage risk and to protect the organisation’s information assets from all threats, whether internal or external, deliberate or accidental. The CEO has approved the information security policy. The Information Security Objectives of Node4 are to: -; Protect information against unauthorised access; Assure the confidentiality of information; Maintain the integrity of the information; Ensure the availability of information as required by the business processes; Meet all regulatory and legislative requirements; Implement, maintain and test DR / BC plans in line with the security policy; Train all staff on information security; Continually review and improve the ISMS; ; Additional policies and procedures exist to support the Information Security Policy. These include, but are not limited to, physical and logical access controls, network security, malware controls, vulnerability management and business continuity.
• 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: All changes are assessed for their potential security impact through the Change Advisory Board. A Low-Risk change is one which has a possibility of causing up to a Priority 3 or 4 Incident. A High-Risk change is one which has a possibility of causing a Priority 1 or 2 Incident or a large amount of Priority 3 and 4 Incidents for multiple customers.
• Vulnerability management type: Undisclosed
• Vulnerability management approach: Vulnerability testing is performed monthly using internal and external tool sets. Vulnerabilities are assessed and remediation actions performed depending on risk. Information about potential threats is provided by the vulnerability scanning tools.
• Protective monitoring type: Undisclosed
• Protective monitoring approach: Protective monitoring is performed by the SIEM tool and monitored by the Security Operations Centre. The SIEM provides realtime alerts of any potential compromises and a process of detect, analyse and response is followed with 1 hour.
• Incident management type: Undisclosed
• Incident management approach: The following approach in used for incident management to ensure the objectives are achieved; ; Incident Resolution is achieved in the most effective manner; ; All Incidents are identified promptly and correctly; ; All Incidents are evaluated, categorised, and prioritised correctly; ; Communication is maintained with all Stakeholders throughout the lifecycle of all Incidents; ; All Incidents are constantly monitored throughout their lifecycle; Incidents are handled as outlined in the Incident Management Schedule Document here: -; https://node4.co.uk/app/uploads/2022/07/Schedule-Incident-Management-07.04.2021-release.pdf
• 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: Yes
• Connected networks: Other
• Other public sector networks: Please see service documentation

Pricing

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

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

• Less than £250,000: 0%
• Between £250,000 and £500,000: 2.5%
• Between £500,001 and £1,000,000: 0%
• Between £1,000,001 and £2,500,000: 0%
• Between £2,500,001 and £5,000,000: 0%
• Over £5,000,001: 0%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Alcumus ISOQAR
• ISO/IEC 27001 accreditation date: Thursday 21 September 2023
• What the ISO/IEC 27001 doesn’t cover: Nothing. Our scope of registration includes, "Node4’s Information Security Management System (ISMS) covering the provision of public, private and hybrid cloud solutions, network infrastructure and connectivity solutions, cyber; security services, data management solutions, and IT Managed Services, extended by 27017 and 27018 in accordance with the ISO 27001:2022 SoA v1.0."
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: Alcumus ISOQAR
• ISO 9001 accreditation date: Tuesday 2 April 2019
• What the ISO 9001 doesn’t cover: Nothing.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 9f823353-c2e3-4257-814d-457c32de3681
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 462842f5-50d4-4c01-a98b-98fd0ee1f716
• Other security certifications: Yes
• Any other security certifications:
  • ISO 27017
  • ISO 27108

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
    • 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
    • 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
    • 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
    • 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
    • Plans for positive actions with community groups.
    • 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 bidmanagement@node4.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.