ENTSERV UK LIMITED

DXC Technology - Data & AI - Procurement Analytics

DXC's Procurement Analytics is a fully managed service for processing and visualising spend data. It includes spend data cleansing, classification, enhancement and aggregation, analysis and visualisations via cloud based Software as a Service and Power BI. Supports budget management, category management, cost optimisation, supplier management, economic development, and drives savings.

Features

Custom managed data processing service
Customised data visualisation and dashboards
Supplier classification to standard industry taxonomies
Data is cleansed, classified and standardised prior to analysis
Data enhancement, addition of 3rd party data sources, data completeness
Visualisations built for a business audience
Managed service and multiple user licenses included
Dedicated support/training team
Accessed via SaaS user interface
(Optional) Scope 3 (ESG) supplier emissions reporting, measurement and comparison

Benefits

Improved data quality through cleansing, deduplication, classification, and enhancement.
Transparent processes with explainable, auditable data enhancement methodology increases trust.
Enhanced procurement decisions via budget, category, cost, and supplier management.
Enables analysis that drives economic development initiatives and policy alignment.
Identify savings opportunities through spend analysis and supplier performance insights.
Intuitive interface designed for business, technical, and analytical users.
Dashboards and reports for business audiences, improving clarity and communication.
Enhances internal data with external sources for more comprehensive insights.
Fully managed service reducing workload with dedicated support and training.
Scalable SaaS access with multi user licenses for team flexibility.

Service documents

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 richard.eckersley2@dxc.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

Contact

ENTSERV UK LIMITED Richard Eckersley
Telephone: +447825113627
Email: richard.eckersley2@dxc.com

About your service

Service categories

PaaS

Data Management

Data integration and intelligence

Service scope

Service constraints: None.
System requirements: Internet access

Web browser
Cloud deployment model: Public cloud

User support

Email or online ticketing support: Yes
Support response times: 9 to 5 (UK time), Monday to Friday excluding public holidays, with response times based on available resource
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: Yes, at an extra cost
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: Testing utilises 3rd party testing tools to ensure that the web chat service complies to WCAG 2.2 AA standard.
Onsite support: No
Support levels: Support levels for Procurement Analytics are as follows:

1. Telephone and email support from customer services.
2. User training on core functionality and specific use cases.
3. Escalation services where necessary to technical resources.

All are included as part of the solution provided.
Support available to third parties: Yes
AI chatbot: No

Onboarding and offboarding

Getting started: We use a structured process which starts with our definition of a common understanding of the data required. This Data Requirement Document (DRD) outlines the expectations of the client dataset and forms the basis upon which your assigned DXC Data Analyst and Client Data Contact will work together to ensure the correct data is supplied for analysis.

To initiate this process, clients can contact DXC using the G-Cloud contact details provided.
Service documentation: Yes
Documentation formats: HTML

ODF

PDF

Other
Other documentation formats: Video
End-of-contract data extraction: All data can be downloaded from the service at any time in csv format and via the ODdata API. Customers can also request a data extraction at any time and it will be provided for them in any format they require by customer services.
End-of-contract process: At the end of a contract period, assuming that a customer does not want to renew the contract, we would deliver a data extract if required, turn off all users access and set the dataset to "dead" in our systems. If a customer requires, their data can be permanently deleted from all of our systems.

All end of contract options are free of any additional charge.
Documentation accessibility standard: WCAG 2.2 AA

Using the service

Web browser interface: Yes
Using the web interface: No set-up required, each user is issued their log-in.
Users can configure their own profiles and reports, build filters, and add favourites.
There are no limitations associated with the implemented feature set.
Web interface accessibility standard: WCAG 2.2 AA
Web interface accessibility testing: Testing utilises 3rd party testing tools to ensure that the web chat service complies to WCAG 2.2 AA standard, as well as manual functional testing in specific product areas.
API: Yes
What users can and can't do using the API: An OData compliant API is provided for technical users to access their raw pre-report data for use in their internal systems or other OData compliant tools (ie.PowerBI, or Excel).
API automation tools: Terraform
API documentation: Yes
API documentation formats: HTML
Command line interface: No

Scaling

Independence of resources: Our environment supports virtual machine scale sets which automatically scale up or down based on demand.
Usage notifications: No

Analytics

Infrastructure or application metrics: No

Resellers

Supplier type: Not a reseller

Staff security

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

Asset protection

Knowledge of data storage and processing locations: Yes
Data storage and processing locations: United Kingdom
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: ‘IT Health Check’ performed by a CHECK service provider
Protecting data at rest: Physical access control, complying with CSA CCM v4.0

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

Backup and recovery

What’s backed up: The whole service is backed-up.
Backup controls: Users are not able to control what backups are performed.
Datacentre setup: Multiple datacentres with disaster recovery
Scheduling backups: Supplier controls the whole backup schedule
Backup recovery: Users contact the support team
Backup and recovery: Yes
RPO/RTO: Yes

Data-in-transit protection

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

Availability and resilience

Guaranteed availability: Our SaaS products are backed by the Azure 99.9% uptime guarantee within availability hours (9am - 5pm, Monday - Friday). Additionally we operate multiple production environments for failover capability.
Approach to resilience: DXC leverages the Azure cloud infrastructure, layering multiple redundancy capabilities into the service. For example, multiple service instances running in geographically distinct regions, high availability technologies, and utilisation of availability zones.
Outage reporting: Should an outage occur, key contacts within the user organisation would be informed by email and phone within an agreed SLA.

Identity and authentication

User authentication needed: Yes
User authentication: Multi-Factor Authentication (MFA)
Access restrictions in management interfaces and support channels: The SaaS solution itself does not contain any management interfaces for configuration or privilege escalation. These management features are available only through a separate suite of support team management tooling not available or accessible to clients. Through the management tooling, a support engineer is able to modify a users account and configuration in real time. For example: by making additional reports or datasets available to the user. All configuration changes are audited.
Access restriction testing frequency: At least once a year
Management access authentication: Multi-Factor Authentication (MFA)
Devices users manage the service through: Dedicated device on a government network (for example PSN)

Dedicated device over multiple services or networks

Any device but through a bastion host (a bastion host is a server that provides access to a private network from an external network such as the internet)

Directly from any device which may also be used for normal business (for example web browsing or viewing external email)

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 contact the support team to get 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
Information security policies and processes: DXC follows a comprehensive information security program governed by the Enterprise Security Policies and Standards (ESPS), which are designed to meet or exceed industry standards such as ISACA, NIST, CIS, and ISO/IEC 27001. Policies and standards are established by the Chief Information Security Officer (CISO) and are reviewed at least annually or upon significant changes. The ESPS framework includes administrative, organizational, technical, and physical safeguards, and is supported by a dedicated Risk and Governance team responsible for policy development, approval, and maintenance. Compliance is ensured through regular audits, risk assessments, and a global internal audit function that reports to the DXC Audit Committee and the EVP, General Counsel. DXC enforces policy adherence through a combination of training, awareness programs, and technical controls such as role-based access control, multi-factor authentication, and continuous monitoring. The Security Incident Reporting and Management Standard outlines procedures for reporting, investigating, and managing security incidents. The Security Delivery Lead and Client Security Officer share responsibility for customer satisfaction regarding security, and improvement proposals are managed through formal change management processes. DXC's approach ensures that policies are consistently implemented, monitored, and updated to address evolving threats and regulatory requirements.

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: Change requests are captured, sized, and estimated within source control. Approved changes actioned by the development team pass through peer, and security reviews, unit and functional testing, and system integration testing when released to a Development tier. Release ready changes are migrated to a Staging tier for review and user acceptance testing, and finally to a Production tier during a scheduled product release cycle.
Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
Vulnerability management approach: Our organisation has robust processes in place to frequently review and act upon events and alerts from security logs and monitoring tools. Security log monitoring is performed 24x7x365 using a SIEM platform, with incident response coordinated by a dedicated Security Incident Response Coordination Center (SIRCC) and Security Operation Center (SOC). Logs from applications, data, servers, infrastructure devices, middleware, and network components are collected centrally, correlated, and analyzed for abnormal activities and patterns. Incident Analytics Specialists conduct deep incident analysis, including forensic review at the raw event level, and author correlation rules, integrate threat intelligence, and review rules regularly.
Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
Protective monitoring approach: Our organisation has robust processes in place to frequently review and act upon events and alerts from security logs and monitoring tools. Security log monitoring is performed 24x7x365 using a SIEM platform, with incident response coordinated by a dedicated Security Incident Response Coordination Center (SIRCC) and Security Operation Center (SOC). Logs from applications, data, servers, infrastructure devices, middleware, and network components are collected centrally, correlated, and analyzed for abnormal activities and patterns. Incident Analytics Specialists conduct deep incident analysis, including forensic review at the raw event level, and author correlation rules, integrate threat intelligence, and review rules regularly.
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: Telephone based support for users to report incidents. Maintain an evidence log of any security incident. Log and evidence reports can be provided to customers.
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)

Separation between users

Virtualisation technology used to keep applications and users sharing the same infrastructure apart: Yes
Who implements virtualisation: Supplier
Virtualisation technologies used: Hyper-V
How shared infrastructure is kept separate: The SaaS reporting solution is a multi-tenant system utilising logical separation of user data via authorisation and authentication against data owning entities, against which users are associated.

Energy efficiency

Energy-efficient datacentres: Yes
Description of energy efficient datacentres: Microsoft Azure's data centers adhere to the voluntary EU Code of Conduct for Energy Efficiency in Data Centres by implementing specific best practices and measures, and Microsoft is an official endorser of the code.

Pricing

Discount for educational organisations: No
Free trial available: No

Discount

Provide your minimum discount applicable to your baseline prices: 0%

Formula for calculating price of your services

Which of the core deployment models you intend to offer

Public Cloud
Private Cloud

Public Cloud - Formula for calculating price of your services

Total Cost: The Total Cost for a buyer's call off requirement in a Public Cloud Deployment
=
Baseline Pricing: The baseline prices can be found in the pricing documents associated with the service offerings in Lot 1a.
Baseline Pricing - Web link: https://dxc.com/insights/knowledge-base/discover-how-to-cut-the-cost-of-cloud-migration
-
Minimum Discounting: 0%
+
Onboarding Activity: Onboarding costs may vary based on your specific requirements, please confirm with suppliers during the clarification process
+
Additional sources of cost: There are no additional sources of cost
-
Additional sources of cost reduction: There are no additional sources of cost reduction

Private Cloud - Formula for calculating price of your services

Total Cost: The Total Cost for a buyer's call off requirement in a Private Cloud Deployment
=
Baseline Pricing: The baseline prices can be found in the pricing documents associated with the service offerings in Lot 1a.
-
Minimum Discounting: 0%
+
Onboarding Activity: Onboarding costs may vary based on your specific requirements, please confirm with suppliers during the clarification process
+
Additional sources of cost: There are no additional sources of cost
-
Additional sources of cost reduction: There are no additional sources of cost reduction

Mandatory certifications

Are you are bidding to offer IaaS and/or PaaS as a reseller or are you in sole control of the infrastructure

Sole Control and also accredited to resell other providers' services

Cloud service suppliers you intend to resell with evidence

Organisation 1

Organisation name

Amazon Web Services

Website address/upload for organisation

Website address

https://aws.amazon.com/partners/dxc

Organisation 2

Organisation name

Google Cloud

Website address/upload for organisation

Upload

Provided

Organisation 3

Organisation name

Microsoft Azure

Website address/upload for organisation

Website address

https://marketplace.microsoft.com/en-us/partners/93f33571-550f-43cf-b09f-cd331338d086/overview

ISO 9001 certification

Provided

ISO 14001 certification

Provided

ISO 27001 certification

Provided

ISO 20000-1 certification

Provided

ISO 27017 certification

Provided

Are you bidding to provide services under Lot 1b or both Lot 1a and Lot 1b?

Yes

ISO 27018 certification

Provided

Cyber Essentials

Do you have a Cyber Essentials Plus certificate?: Yes
Cyber Essentials Plus certificate Number: 71a0fb97-216d-4781-914b-3aaf2455c8f2

Non-mandatory Standards and certifications

ISO 28000:2022 certification: No
Quality management systems (QMS): Yes
CSA STAR certification: No
PCI certification: No
Other security certifications: Yes
Any other security certifications: ISO 22301 Business Continuity Management System

ISO 27701 Privacy Information Management System

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

Request an accessible format

Cookies on Digital Marketplace

DXC Technology - Data & AI - Procurement Analytics

Features

Benefits

Pricing

Service documents

Framework

Service ID

Contact

About your service

Service scope

User support

Onboarding and offboarding

Using the service

Scaling

Analytics

Resellers

Staff security

Asset protection

Backup and recovery

Data-in-transit protection

Availability and resilience

Identity and authentication

Audit information for users

Security governance

Operational security

Secure development

Separation between users

Energy efficiency

Pricing

Discount

Formula for calculating price of your services

Mandatory certifications

Cyber Essentials

Non-mandatory Standards and certifications

Social value

Service documents