MARVELL CONSULTING LIMITED

Directory service

Design and implementation of directory services to manage structured records of users, organisations or services. Supports consistent data management, access control and interoperability, enabling reliable lookup and integration across digital services within secure, governed public sector cloud environments.

Features

• Design of directory service models
• Structured data and schema definition
• Identity and access considerations
• Integration with dependent systems
• Data governance and stewardship support
• Security and privacy considerations
• Cloud based directory architectures
• Clear service documentation
• Support for standards based integration
• Alignment with organisational policies

Benefits

• Improves consistency of directory information
• Supports reliable service integration
• Improves access control and identity management
• Reduces duplication of records
• Improves data accuracy and quality
• Supports interoperability across services
• Improves operational efficiency
• Supports governance and audit requirements
• Enables scalable directory management
• Improves confidence in shared data

• Education pricing available

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at bids@marvell-consulting.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

268011460629482

Contact

Ben Marvell
02038860115
bids@marvell-consulting.com

About your service

• Service categories:

  Applications

  Content workflow and management

  • Document

  Content services

  • Content Sharing and Collaboration Applications

  Enterprise portals and digital workspaces

  • Multi-Audience Portals
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: Requires internet access and a modern web browser Access to the service is via HTTPS; offline use is not supported Bulk upload performance depends on buyer network connectivity and dataset size Some integrations (e.g., SSO) require buyer participation/configuration (where used)
• System requirements:
  • Ability to make outbound HTTPS requests to the service API
  • Ability to upload files and use admin features

User support

• Email or online ticketing support: Yes
• Support response times: We provide email and online ticketing support. Standard support operates Monday to Friday, 09:00–17:00 UK (excluding UK bank holidays): P1 acknowledged within 4 working hours, P2 within 1 working day, P3 within 2 working days, P4 within 5 working days. Enhanced (08:00–18:00 UK) and Premium (24/7 for P1) response targets are available where contracted. At weekends and bank holidays, Standard and Enhanced tickets are queued and handled next working day; Premium provides on-call response for P1 incidents.
• 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
• 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: We have not yet completed formal user testing with people who use assistive technologies. We have carried out internal accessibility checks (keyboard-only navigation, focus order, headings/landmarks, form labelling, error messages, and colour contrast) and addressed issues identified during those reviews. We plan to run moderated testing sessions with users of assistive technology (for example screen readers and speech input) as part of ongoing usability and accessibility assurance, and to prioritise any findings into the product backlog.
• Onsite support: Yes, at extra cost
• Support levels: We provide three support levels delivered by cloud support engineers, with escalation to the delivery team as needed. A named Technical Account Manager (TAM) is available on Enhanced and Premium. Standard (included): Mon–Fri 09:00–17:00 UK (excl. UK bank holidays). Email/service desk. Target response: P1 4 working hours, P2 1 working day, P3 2 working days, P4 5 working days. Includes incident triage, defect fixes (in scope), configuration guidance, and release communications. Cost: included in the service price. Enhanced: Mon–Fri 08:00–18:00 UK. Email/service desk plus phone/Teams for P1/P2. Target response: P1 2 hours, P2 4 working hours, P3 1 working day, P4 3 working days. Includes a named TAM and monthly service reviews. Cost: +15% of the annual service fee. Premium: 24/7 for P1 incidents (on-call), extended hours for P2 (08:00–18:00 UK), business hours for P3/P4. Target response: P1 1 hour (24/7), P2 2 working hours, P3 1 working day, P4 3 working days. Includes a named TAM and quarterly operational/security reviews. Cost: +30% of the annual service fee.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: We support buyers through a structured onboarding process so users can start publishing and discovering catalogue content quickly and safely. We provide user documentation and admin guidance covering core workflows: signing in, roles and permissions, creating and editing catalogue entries (datasets/standards), metadata templates and conventions, tagging/taxonomies, linking resources and documentation, publishing workflow (draft/review/publish/retire), search and API usage, and operational procedures. Documentation is supplied online and updated alongside releases, with release notes for changes. We run remote enablement sessions (Teams) for administrators and publishers, including a service walkthrough, governance and publishing processes, metadata quality checks, and troubleshooting. We provide hands-on support to configure initial templates, taxonomies and roles, and to run a pilot publishing cycle end-to-end. Where required, we can support bulk metadata import/migration and configure harvesting/integration sources. Onsite training is available by agreement, but remote delivery is the default. A named point of contact is provided during onboarding, with clear escalation routes into support.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • ODF
  • PDF
• End-of-contract data extraction: At contract end, buyers can extract their data in standard, non-proprietary formats. Service administrators can export catalogue entries and metadata via the web UI and/or API (subject to configuration). Exports typically include dataset and standard records, metadata fields, tags and taxonomies, ownership information, and audit events.; ; Where the service stores resources/files, these can be exported in their original formats, with a manifest linking each file to the relevant catalogue entry and metadata (for example upload date, uploader, and resource type). Where required, we can provide exports in a buyer-agreed structure to support import into a successor system as an additional service.; ; For single-tenant deployments, we can provide a final export from the underlying UK-hosted storage layer (for example an object storage container) containing the latest metadata exports, audit logs, and stored resources. Exports can be transferred to a buyer-managed UK location using secure transfer methods agreed with the buyer.; ; We agree an exit plan and timetable, including verification steps and confirmation that exports are complete. After the agreed extraction window, access is revoked and data is retained or securely deleted in line with the contract and retention policy, with deletion confirmation available on request.
• End-of-contract process: At the end of the contract we agree an offboarding plan and timetable, confirm the final service date, and support an orderly transition to the buyer’s successor arrangement. This includes a final service review, confirmation of buyer contacts for exit activities, and coordination of any change freeze or release planning to minimise disruption during transition.; ; Included in the contract price: standard offboarding management and coordination; one standard export of catalogue entries, metadata, audit events and stored resources/files (where enabled) via the UI/API; a handover pack (service configuration summary, operational runbook and support contacts); and confirmation of data deletion once the buyer confirms successful extraction.; ; Additional cost (only if requested): bespoke export structures or formats, complex data mapping or transformation work, large-scale historical exports or multiple re-runs beyond the agreed plan, onsite transition support, extended hours coverage, or continued service access beyond the contract end date (for example a read-only transition period). Support for migration implementation into a third-party platform (beyond reasonable guidance) is also chargeable.; ; After the agreed extraction window, the service is decommissioned (or access removed), credentials revoked, and data is retained or securely deleted in line with the contract and retention requirements, with deletion confirmation available on request.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The layout is responsive to adapt to the device screen estate.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Yes. Users access the service through a secure web interface and a documented HTTPS API. The web UI supports browsing and search, viewing catalogue pages, creating and editing entries, managing metadata templates, tags and taxonomies, and progressing content through publishing workflows (draft, review, publish, retire). Administrators manage users, roles, permissions, configuration and integrations. The API supports programmatic search and retrieval of catalogue metadata and, where enabled, creation and update of entries and linked resources. Access is controlled through authentication and role-based permissions, with audit logging of key actions.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: We have not yet completed formal user testing with people who use assistive technologies. We have carried out internal accessibility checks (keyboard-only navigation, focus order, headings/landmarks, form labelling, error messages, and colour contrast) and addressed issues identified during those reviews. We plan to run moderated testing sessions with users of assistive technology (for example screen readers and speech input) as part of ongoing usability and accessibility assurance, and to prioritise any findings into the product backlog.
• API: Yes
• What users can and can't do using the API: Users can use the HTTPS API to search and retrieve catalogue content, including entries, metadata fields, tags/taxonomies, ownership information, and (where enabled) linked resources. Authenticated publisher roles can create and update entries, manage tags, add or remove resources, and progress items through publishing workflows, subject to permissions. The API also supports automated export of catalogue metadata for downstream systems.; ; For service setup, administrators can use the API (where enabled) to manage configuration items such as reference lists, metadata templates/schemas, taxonomies, notification settings, API clients/tokens, and user/role mappings. Most setup is available through the admin UI, with the API supporting automation and repeatable configuration.; ; Limitations apply to protect governance and stability. The API cannot be used to bypass access controls or access restricted draft/private content without permission. It cannot modify underlying infrastructure (databases, storage, networking), alter audit logs, or change security posture (for example encryption or logging settings). High-impact changes (for example permission model changes, bulk updates, retention settings) are restricted to authorised administrators and are fully audited. Rate limits apply per environment to protect availability.
• API documentation: Yes
• API documentation formats: Open API (also known as Swagger)
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Buyers can customise the service within an agreed boundary to match their governance model and information architecture. Customisable elements include metadata templates/schemas, required and optional fields, controlled vocabularies and reference lists, tags/taxonomies, collections and navigation, publishing workflows (draft/review/publish/retire), roles and permissions, and branding/theming. Integrations can also be configured, for example identity federation (SSO), harvesting/import sources, notifications, and downstream reporting/export.; ; Buyer administrators apply most changes through the admin UI, including managing templates, taxonomies, workflow states, roles and permissions, and configuration settings. Where supported, administrators can automate repeatable configuration via the API (for example managing reference lists and templates).; ; Buyer administrators can apply day-to-day configuration within their assigned permissions. Changes that require engineering work (for example custom integration development, complex migration, or changes that affect security posture) follow controlled change management and are delivered by supplier engineers with buyer approval. All customisations are applied within the buyer’s single-tenant environment.

Scaling

• Independence of resources: We isolate tenants to prevent “noisy neighbour” effects. The service is typically deployed in a dedicated environment per buyer, with separate storage and supporting services. Within the platform we apply quotas and rate limits (for example per API key), and use queue-based processing for heavy workloads such as validation and publishing. Compute resources scale to demand and are protected with limits to prevent a single workload exhausting capacity. We continuously monitor latency, error rates and queue depth, and we can tune limits or scale settings where usage patterns change.

Analytics

• Service usage metrics: Yes
• Metrics types: We provide service metrics to help buyers monitor availability, performance, and operational health. Metrics include service uptime, API response times and error rates, request volumes, and key workflow indicators such as dataset upload/validation success rates, publishing job status, and queue/backlog depth (where applicable). We also report operational measures such as incident counts by priority, mean time to acknowledge/resolve, and change/release history. Metrics are available through dashboards and/or regular reports, with alerts for agreed thresholds. Detailed logs and audit events are available to administrators for governance and troubleshooting.
• Reporting types:
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Not a reseller

Staff security

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

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
• User control over data storage and processing locations: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CHECK service provider
• Protecting data at rest:
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Physical access control, complying with another standard
  • Encryption of all physical media
  • Other
• Other data at rest protection approach: Data is encrypted at rest at the storage and database layers using industry-standard encryption (e.g. AES-256), with keys managed by the cloud provider’s KMS/HSM-backed service. Access is controlled via role-based access control and audited. Customer-managed keys can be supported where required (by agreement).
• 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

Data importing and exporting

• Data export approach: Service administrators can export data via the web UI and/or API, depending on configuration. Catalogue entries and metadata can be exported in standard formats such as JSON and CSV, including supporting information (for example ownership, tags/taxonomies, descriptions, schemas/definitions and release notes). Where the service stores resources, these can be exported in original formats with a manifest linking each file to its catalogue entry. The API supports programmatic extraction of metadata (and resources where enabled) for downstream systems. For dedicated deployments, we can provide an export from the underlying storage layer to a buyer-managed UK location using agreed secure transfer methods.
• Data export formats:
  • CSV
  • Other
• Other data export formats: JSON
• Data import formats:
  • CSV
  • Other
• Other data import formats: JSON

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: We guarantee 99.9% monthly availability for the production service, measured as successful access to the web UI and API over a calendar month, excluding pre-notified planned maintenance and events outside the buyer or supplier’s reasonable control. Availability is calculated as: (Total minutes in month – Unplanned downtime minutes) / Total minutes in month × 100. If availability falls below the guaranteed level, buyers are eligible for service credits applied to the next invoice (or refunded where appropriate), based on the affected month’s service charge: • 99.9% to 99.5%: 5% service credit • <99.5% to 99.0%: 10% service credit • <99.0% to 98.0%: 20% service credit • <98.0%: 30% service credit To claim a credit, the buyer notifies us within 20 working days of month end. Credits are the buyer’s sole remedy for breach of the availability SLA and will not exceed 50% of the monthly service charge. We provide incident updates during outages and a post-incident report for Priority 1 incidents, including root cause, remediation and preventative actions. Where required, we can agree buyer-specific maintenance windows and operational reporting.
• Approach to resilience: The service is designed for resilience across infrastructure, application components and operational processes. It is hosted on a major public cloud platform using datacentres with redundant power, cooling, physical security controls and independently audited resilience measures. Detailed datacentre assurance information (for example certifications and reports) is available on request. At the platform layer, we deploy multiple stateless application instances behind a load balancer so the service can tolerate instance failure without outage. Workloads such as validation and publishing run asynchronously via queued jobs, allowing processing to continue and recover cleanly after transient failures. Data is stored in managed services with built-in replication and automatic failover within a region, and we regularly back up configuration, metadata and published artefacts in line with the agreed retention policy. We monitor health and performance (availability, latency, error rates, queue depth and storage capacity) with alerting and on-call escalation for critical incidents (where Premium support is selected). Changes are delivered through controlled CI/CD with rollbacks, and we use infrastructure-as-code to ensure environments are reproducible and recoverable. Where buyers require higher resilience, we can provide options such as multi-zone deployment, cross-region disaster recovery, and buyer-aligned RTO/RPO targets, by agreement.
• Outage reporting: We report outages through multiple channels so buyers can choose what fits their operations. Service status dashboard: We provide a service status page showing current and historical availability, active incidents, and planned maintenance. Where a buyer requires it, access to the dashboard can be restricted to named users. Email notifications: For Priority 1 and Priority 2 incidents we send email alerts to buyer-nominated contacts. Alerts include incident start time, affected components (UI/API/publishing jobs), impact, workarounds (if any), and the next update time. We also email planned maintenance notices in advance and confirm completion. Operational updates: During an incident we provide regular updates at an agreed cadence (for example every 30–60 minutes for P1). We can provide a Teams/phone bridge for major incidents where Enhanced or Premium support is in place. API (where enabled): An optional status endpoint can be provided for automated monitoring (for example to integrate with a buyer’s ITSM/monitoring tooling). If not enabled, buyers can still monitor availability using synthetic checks against agreed endpoints. After resolution of a P1 incident we provide a post-incident report covering timeline, root cause, remediation and preventative actions.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
  • Other
• Other user authentication: API access uses scoped tokens/keys (and, where configured, OAuth2/OIDC), with role-based permissions and audit logging.
• Access restrictions in management interfaces and support channels: Access to management interfaces is restricted by role-based access control and least privilege. Administrative functions are limited to named admin accounts protected with MFA and, where enabled, federated single sign-on. Privileged actions are audited, and access is reviewed at least annually and removed promptly when no longer required. Support channels are controlled through a service desk with authenticated requests and named buyer contacts for escalation. We avoid sharing sensitive data over email; where required we use secure channels and verify requester identity before actioning changes. Operational access is limited to authorised staff and controlled through secure credentials and logging.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Other
• Description of management access authentication: Privileged access is restricted to authorised staff using MFA-protected accounts, least privilege, audited access, and controlled administrative tooling; just-in-time access can be used where supported.

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 receive audit information on a regular basis
• 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:
  • ISO/IEC 27001
  • Other
• Other security governance standards: We operate an information security management approach aligned to ISO/IEC 27001 controls. Where the service is hosted on a major cloud provider, the underlying platform and datacentre controls are independently certified (for example ISO/IEC 27001 and SOC reports), and we inherit those controls as part of our security governance.
• Information security policies and processes: We operate an information security management approach aligned to recognised good practice (for example ISO/IEC 27001-style controls). Overall accountability sits with company leadership, with day-to-day responsibility delegated to a nominated security lead who reports risks, incidents, and compliance status to senior management. Our policies and processes cover: access control and least privilege, asset and data classification, encryption and key management, secure configuration and change control, vulnerability and patch management, secure software development (code review, dependency management, CI/CD controls), logging and monitoring, incident response and reporting, backup and recovery, supplier/third-party assurance, and retention and secure disposal. We ensure policies are followed through: documented procedures and runbooks, onboarding and periodic security training, role-based permissions with regular access reviews, mandatory peer review for changes, automated security checks in the delivery pipeline where applicable, and operational monitoring with audit logs. We maintain a risk register and track remediation actions to closure, with escalation routes for high-severity issues. Security requirements are built into contracts and ways of working, and we perform periodic internal reviews to confirm controls remain effective and up to date.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: All service components (application code, infrastructure, configuration and dependencies) are managed in version control and tracked through their lifecycle using infrastructure-as-code, release notes and deployment records. Changes are delivered via controlled CI/CD pipelines with peer review, automated tests and approvals appropriate to risk. We maintain configuration baselines and environment-specific parameter sets, and we record changes with traceability to tickets/requests. Security impact is assessed as part of change review (data access, permissions, network exposure, encryption, logging), supported by vulnerability/dependency scanning and, where applicable, threat/risk assessment for material changes.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We assess threats through regular risk review of our architecture and changes, secure code review, dependency and container/image scanning, and monitoring of logs/alerts for suspicious activity. We prioritise vulnerabilities by severity and exploitability and track remediation to closure. Patching targets are: critical within 14 days (or sooner if actively exploited), high within 30 days, and medium/low in scheduled maintenance windows. We receive threat information from cloud provider security advisories, vendor bulletins, National Vulnerability Database/CVE feeds, and NCSC guidance, supplemented by automated tooling alerts from our build and runtime scanning.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We use centralised logging and monitoring for the service (authentication events, admin actions, API usage, error rates, and infrastructure/security signals) with alerting for anomalous behaviour and known indicators of compromise. Potential compromises are identified through correlation of logs, automated alerts, and periodic review of audit trails. On detection, we triage, contain (for example revoke credentials, isolate components, block IPs), preserve evidence, and investigate root cause. We notify the buyer for security incidents affecting their data. Response targets are: P1 security incidents acknowledged within 1 hour (Premium) or 4 working hours (Standard), with containment actions initiated as soon as practicable.
• Incident management type: Supplier-defined controls
• Incident management approach: We operate a documented incident management process with predefined runbooks for common events (service outage, performance degradation, failed publishing jobs, security alerts). Users report incidents via our service desk/email, with telephone/Teams escalation for Priority 1/2 where Enhanced or Premium support is in place. Incidents are triaged, prioritised, and managed through to resolution with regular updates at an agreed cadence. For Priority 1 incidents we provide an incident report covering timeline, impact, root cause, remediation, and preventative actions, plus any required follow-up changes. Reports are shared by email and discussed in service reviews where applicable.
• 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: Yes
• Free trial available: No

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

• Less than £250,000: 1%
• Between £250,000 and £500,000: 2%
• Between £500,001 and £1,000,000: 3%
• Between £1,000,001 and £2,500,000: 4%
• Between £2,500,001 and £5,000,000: 5%
• Over £5,000,001: 10%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 7a19120a-31c4-428d-af66-c1aa00d145f9
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: C7228d82-5aef-4c8c-a108-1d61873da940
• Other security certifications: No

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
    • 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
    • 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
    • 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
    • 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 to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • 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

  • 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
    • 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.

  • 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.

    • 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

    • 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
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • 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
    • 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
    • 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

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 bids@marvell-consulting.com. Tell them what format you need. It will help if you say what assistive technology you use.