FUJITSU SERVICES LIMITED

ServiceNow SPM

ServiceNow SPM is a cloud-based SaaS solution for planning, prioritising, and managing projects and portfolios. Fujitsu, a ServiceNow Elite Partner, offers licensing, advisory, configuration, and support services to help organisations optimise resource allocation, improve transparency, and align portfolio processes with strategic goals.

Features

• ServiceNow licensing, entitlement optimisation and commercial guidance
• Advisory support from certified architects & platform consultants
• Global ServiceNow practice, including UK public-sector delivery capability
• Low-code tools for rapid workflow and application development
• Configurable modules for sector-aligned automation
• Native omni-channel experience for employees and citizens
• Dashboards, analytics and real-time service reporting built in
• AI-driven process automation and classification
• Conversational Virtual Agent capability included
• Out-of-box integration

Benefits

• Confidence through Elite Segment Partner of the Year (2023)
• Faster time-to-value using Fujitsu adoption and enablement frameworks
• Reduced licence cost through entitlement alignment and usage analysis
• Improved employee experience via automation and workflow simplification
• Global scale for delivery — beyond single-team consultancy
• Advisory based on real implementation outcomes, not theoretical support
• UX consistency drives high adoption and improved productivity
• One supplier for licensing + enablement + optimisation
• Supports long-term operational improvement and measurable ROI uplift

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 government.frameworks@fujitsu.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

205111268855265

Contact

Sam Skinner
07867827225
government.frameworks@fujitsu.com

About your service

• Service categories:

  Application Development and Deployment

  Software quality and life cycle

  • Software change, configuration and process management
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: See Service Definition
• System requirements:
  • Browser
  • Mobile

User support

• Email or online ticketing support: Yes
• Support response times: ServiceNow have SLA's according to the Priority of tickets.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: None or don’t know
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: Core platform support is provided 24/7 as part of the subscription for the applications. Optional Application Management support can be purchased, based on agreed requirements either as a fixed yearly price, or a transaction price.; ; P1 (Instance unavailable)- 30 minute response - continuous coverage; P2 (Mission critical defect)- 2 hours response - continuous coverage; P3 (Significant Request or defect)- 1 business day response - business hours coverage; P4 (Important Request or defect) - No target response; ; Support Centers are located in the US, UK, Netherlands and Australia. In country language support is provided for France, Germany, Italy, Japan, Netherlands, and Spain during local business hours.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Onboarding and offboarding; Getting started; Fujitsu provides structured onboarding to support adoption:; • Training needs analysis; • Strategy + content development; • Onsite or remote training delivery; • Train-the-trainer available; Documentation: HTML / ODF / PDF / Word; End-of-contract extraction; Full database export in MySQL format with FTP transfer.; Data held up to 45 days post-termination.; Exit options; Transition subscription extension (up to 6 months) + Professional Services available.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • ODF
  • PDF
  • Other
• Other documentation formats: Microsoft Word
• End-of-contract data extraction: The process for the return of data follows: 1) ServiceNow exports the entire database in a MySQL format. 2) ServiceNow provides the customer a set of instructions on how to import the data on the customer's side. 3) The customer can FTP the files from ServiceNow to their site. Customers are permitted to store data hosted within ServiceNow for the duration of their service subscription with ServiceNow. Under this model, the customer can purge or retain data according to their own retention policy. ServiceNow retains customer data for up to 45 days from the end of a contract. Within the 45 days, the customer can request their data to be sent to them in a standard database export format. After 45 days, all data from the customer instances is removed from ServiceNow servers
• End-of-contract process: ServiceNow has several options for an exit management plan. At least thirty (30) days prior to either the expiration of the Subscription Term (where the customer elects not to renew) or in connection with the termination by the customer of the Subscription Service in accordance with ServiceNow's General Terms and Conditions, the customer may purchase the following services: (i) one (1) extension of the Subscription Service for up to six (6) months ("Transition Subscription Service"); and (ii) Professional Services. The customer pays in advance for the Transition Subscription Service at the monthly subscription fee rate charged to the customer in the expiring Order Form plus an additional ten percent (10%). The customer pre-pays for any Professional Services ordered during the transition period plus verifiable travel and expenses. The parties sign a mutually agreed upon Order Form setting forth the fees and purchased Subscription Service and Professional Services prior to the commencement of any Transition Subscription Service or Professional Services. ServiceNow can provide customer data in its standard database export format.
• Documentation accessibility standard: WCAG 2.2 AAA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
  • Other
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: ServiceNow accessed through various browsers on desktop service, ServiceNow mobile application on mobile for android and IOS.
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: API
• Accessibility standards: None or don’t know
• Description of accessibility: N/A
• Accessibility testing: N/A
• API: Yes
• What users can and can't do using the API: Inbound web services, such as the REST API, allow you to interact with ServiceNow instance data using web service requests. ServiceNow outbound REST functionality allows you to retrieve, create, update, or delete data on a web services server that supports the REST architecture. ServiceNow integrates with many third-party applications and data sources. A variety of techniques can be used, most notably Web Services, JDBC, LDAP, Excel, CSV, and Email, as well as any industry-standard technologies that use REST, SOAP or WSDL. With the correct permissions users can use these API's to bring data in and out of ServiceNow. Users who create these tend to be power users or Admin users.
• API documentation: Yes
• API documentation formats: HTML
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Users with the appropriate roles can configure various aspects of lists or forms. Configuration changes apply to all users.; With list configuration, you can add, remove, and reorder list columns. You can configure calculations to appear under columns. You can also hide controls and define access conditions by role for existing list controls. Users can also personalise lists which will not effect what other see.; Users can create their own reports and dashboards also with the correct permissions.; Forms can be configured as well, this includes the ability to configure a form to show or hide fields from a view. You can even create new fields on the table that is associated with the form, and put business rules, UI policies around them as well as define the data dictionary for the fields. With a runtime license you also have the ability to create new business applications in ServiceNow.

Scaling

• Independence of resources: Multi-instance architecture with dual-site high availability.; Load balancing + redundancy across core infrastructure.; DDoS protection included.

Analytics

• Service usage metrics: Yes
• Metrics types: The System Usage modules track usage for ServiceNow applications and for ServiceNow Store apps.; The usage analytics process collects data on all instances and updates the reports in the Usage Overview. Application usage data is collected whenever an application is opened, and counts on tables are collected once a day. Data is collected on:; The number of active users in the system; The hardware CIs discovered (for instances that use Discovery); The number of cloud management service catalog items available to users in instances that use Cloud Management; All users with the admin role can view Usage Overviews.
• Reporting types: Real-time dashboards
• Resource tagging: Yes
• FOCUS resource tagging: No

Resellers

• Supplier type: Reseller providing extra support
• Organisation whose services are being resold: ServiceNow

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)
  • Other locations
• User control over data storage and processing locations: No
• 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: Another external penetration testing organisation
• Protecting data at rest: Other
• Other data at rest protection approach: TLS Version 1.2 or above.
• Data sanitisation process: Yes
• Equipment disposal approach: In-house destruction process
• Data sanitisation type: Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: The process for the return of data follows: 1) ServiceNow exports the entire database in a MySQL format. 2) ServiceNow provides the customer a set of instructions on how to import the data on the customer's side. 3) The customer can FTP the files from ServiceNow to their site. Customers are permitted to store data hosted within ServiceNow for the duration of their service subscription with ServiceNow. Under this model, the customer can purge or retain data according to their own retention policy.
• Data export formats: CSV
• Data import formats: CSV

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: ServiceNow provides 99.8% availability (calculated monthly) for production instances. This design includes redundancy and fault tolerance of the entire ServiceNow application and platform stack, including electrical, cooling, network, security, and server infrastructure. Over the last 3 years (2014-2016), we have averaged 99.995% availability and have not fallen below 99.8% (contract SLA) in any quarter. In 2016 we averaged 99.996% and did not fall below 99.8% in any quarter.
• Approach to resilience: ServiceNow’s data centers are arranged in pairs. All customer production data is stored in both data centers and kept in sync using asynchronous database replication. Both data centers are active at all times, each with the ability to support the combined production load of the pair. A production instance from one customer may be operating out of one data center in the pair and a production instance of another customer from the other.; More details available on request; ServiceNow maintains continuous, asynchronous replication from the database in the current primary data center (read-write) to the secondary data center (read-only). To transfer a customer instance from a primary data center to a secondary, ServiceNow designates the secondary to be the primary and the primary to be the secondary if it still exists.; ServiceNow’s data centers and cloud-based infrastructure have been designed to be highly available. All servers and network devices have redundant components and multiple diverse network paths to avoid single points of failure.
• Outage reporting: ServiceNow have a customer portal where all requests, changes and incidents can be logged. Customers also now have complete transparency into the real availability of their production and non-production instances. Users can view the impact severity of issues and even drill into incident records to view details for problems. It is this level of transparency that further sets ServiceNow apart.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: All ServiceNow staff are placed into Groups and have a user role, these groups and roles have access rights attached to them. Any personal that try to access an interface will have their group membership and user role checked and if they do not belong to the user role and group that is required to access that particular interface then access will be denied.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • 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 contact the support team to get audit information
• How long supplier audit data is stored for: User-defined
• 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: ISO/IEC 27001
• Information security policies and processes: ISO27001; • SSAE 18 SOC 1 Type 1; • SSAE 18 SOC 1 Type 2; • SSAE 18 SOC 2 Type 1; • SSAE 18 SOC 2 Type 2; • BSI Cloud Computing Compliance Controls Catalogue (C5) Standard; • APEC Privacy Recognition for Processors (PRP); • FedRAMP JAB High P-ATO (for US government entities); • DoD Impact Level 4 Authorisation (for US DoD/IC entities); • Multi-Tier Cloud Security Standard for Singapore (MTCS) Level 3; • ASD IRAP assessed for OFFICIAL and PROTECTED cloud services; • Government of Canada GC Cloud Provider; • SOC 2 + HITRUST Report; • Cyber Essentials Plus Certification; • More details available on 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: ServiceNow has a formally documented change management process that uses an internal ServiceNow instance to track change requests and approvals. All changes to production environments must go through the change management process. Change requests must include the change procedure, risk, and back out plans. Change requests are reviewed and approved by the Change Advisory Board (CAB). All assets are tagged and tracked though the ServiceNow CMDB.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: ServiceNow's Infrastructure stack is customized at each layer to specifically support the only application residing in the ServiceNow cloud. With the small footprint and limited ports/services enabled, many system and patches published do not apply to the private cloud's systems. ServiceNow follows an approach to determine if the patch is to be deployed. When confirmed that a patch needs be deployed, this then follows the Change process the testing process as well as the timeline for deployment. ServiceNow leverages the Advanced-High-Availability architecture to transfer customers' production instances to the other datacenter. Remediation timeframes are subject to ServiceNow's Vulnerability Management SOP.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: ServiceNow has an implementation of Sourefire for IDS and Splunk for SIEM. The IDS system monitors inbound traffic in the DMZ. Splunk does log collection on network devices, IDS and servers used to support customer information. These systems are monitored with both proactive alerting and regular log files reviews. Events are responded to within 24 hours.
• 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: ServiceNow has a formal documented Security Incident Response policy, process and workflow. ServiceNow IR process includes event-discovery, triage, escalation, notification, remediation, and post-mortem review.; ; Incidents reported to the service desk, this include (suspected or actual) security incidents.; The service desk staff members have been trained in the case of a security incident to use the on call rotation staff to contact the appropriate on call security representative.; The on-call ServiceNow security staff have been trained to carry out investigation and activate any resources through the rotation staff, either network or system engineering, legal, executive and any other teams.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Conforms to a recognised standard, but self-assessed

Public sector networks

• Connection to public sector networks: No

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: 0%
• 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: Bureau Veritas Certification Holding SAS
• ISO/IEC 27001 accreditation date: Tuesday 1 July 2025
• What the ISO/IEC 27001 doesn’t cover: All reference control objectives and controls of the standard are in scope, and all aspects of the offerings
• ISO 28000:2022 certification: Yes
• Who accredited the ISO 28000:2022: Bureau Veritas Certification Holding SAS
• ISO 28000:2022 accreditation date: Tuesday 1 April 2025
• What the ISO 28000:2022 doesn’t cover: All reference control objectives and controls of the standard are in scope, and all aspects of the offerings
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: Bureau Veritas Certification Holding SAS
• ISO 9001 accreditation date: Thursday 1 June 2023
• What the ISO 9001 doesn’t cover: All reference control objectives and controls of the standard are in scope, and all aspects of the offerings
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: A2af4308-95d5-4e5e-872d-35422ec4d46f
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 84346939-ea52-463a-b1ee-dcfaeb3ddd3b
• Other security certifications: Yes
• Any other security certifications:
  • ISO27017
  • Physical access control, complying with CSA CCM v4.0

Social value

• Section B - Commitment for Future: Delivery:

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

    Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Ensuring new workers are informed of their right to join a trade union
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
    • 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)
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
    • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
    • Introducing transparency to pay and reward processes
    • Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
    • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
    • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.

    • Understanding of the issues affecting the development of new skills by target cohort
    • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
    • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
    • 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 government.frameworks@fujitsu.com. Tell them what format you need. It will help if you say what assistive technology you use.