REPLY LIMITED

Power Platform

The Power Platform service offering incorporates all the applications and tools offered by Microsoft in this area including Model Driven Applications, Canvass Applications, SharePoint, Power BI, Power Virtual Agents and Power Portals. Our Solutions Architectural insights and experience help you combine these technologies to best deliver your functional requirements

Features

• No-code/Low-code development platform for the masses
• PowerApps: rapid app build for use on any device
• Power Automate: create and connect various applications, cost savings
• Power BI: Business Analytics, easy connection to data sources
• Power Virtual Agents: Bot creation, guided no/low code interface
• Build: Discovery, rapid prototyping, Design and UX, QA, UAT
• Upskill - knowledge transfer and guided training
• Governance: best practice implementation, CoE model
• Teams integration
• Power Platform and custom apps: automate processes

Benefits

• Controlled development costs
• Reduce administration costs
• Improve data accuracy and visibility
• Reduce paperwork and improve productivity
• Map, automate and control business processes for greater process efficiency
• Empower your workforce with no-code low-code solutions
• Smart working: automating repetitive tasks and processes
• Analytics: Gather powerful insights from your business applications
• Connect to and leverage any data within your organisation
• Create user-friendly solutions for anyone on any device

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

Framework

G-Cloud 15

Service ID

287296474594580

Contact

Chris Wright
0207 730 6000
glue.frameworks@reply.com

About your service

• Service categories:

  Applications

  Collaborative

  • Enterprise community
  • Team collaboration
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: N/A
• System requirements:
  • Web Browser
  • Appropriate Microsoft Licenses

User support

• Email or online ticketing support: Yes, at extra cost
• Support response times: Priority and SLA dependent, Monday-Friday during office hours. 24 hour support available at additional cost.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: EN 301 549
• 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: 24 hours, 7 days a week
• Web chat support accessibility standard: EN 301 549
• Web chat accessibility testing: N/A
• Onsite support: Yes
• Support levels: Four levels of support;; 360 Support- with defined SLA's, priority management, portal access to ticketing system; Aftercare- proactive service to ensure self sufficiency; Support pots- Flexbile access to all WM capabilities; Field engineer- on site support and insight tailored to your organisation. Provides link between organisation roadmap and Microsoft roadmap.
• Support available to third parties: Yes
• AI chatbot: Yes

Onboarding and offboarding

• Getting started: WM Reply are dedicated to and experienced in ensuring our intranets are well adopted. We have a dedicated Change Management and Adoption team, consisting of a number of PROSCI certified members who work with the ADKAR methodology. We provide Onsite and Online training to both end users and content owners via webinars or workshops. User documentation is tailored to the solution delivered, Videos and Cheat Sheets are delivered to enhance adoption and complement the creative campaigns designed to achieve maximum usage of each Cloud Software solution that WM Reply deliver.
• Service documentation: Yes
• Documentation formats:
  • PDF
  • Other
• Other documentation formats: Powerpoint
• End-of-contract data extraction: The solution is fully owned but the client at the end of contract.
• End-of-contract process: The solution is fully owned but the client at the end of contract.
• Documentation accessibility standard: EN 301 549

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: Responsive design to prioritise content for mobile users.; Tested with Microsoft Viva Connections.
• Service interface: No
• User support accessibility: EN 301 549
• API: No
• Customisation available: Yes
• Description of customisation: Solution is fully customisable and requirements will be discussed as required.

Scaling

• Independence of resources: Hosting of the solution is from Microsoft.

Analytics

• Service usage metrics: Yes
• Metrics types: Google analytics available at additional cost.; We also optionally track telemetry data in Microsoft Azure Application Insights.; ; Service Usage Metrics are also collected by Microsoft for each customer tenant. Administrators can easily see how people in their business are using Office 365 services. For example, they can identify who is using a service extensively and reaching quotas, or who may not need an Office 365 license at all.; ; Reports are available for the last 7 days, 30 days, 90 days, and 180 days. Data won't exist for all reporting periods right away. The reports become available within 48 hours.
• Reporting types:
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Reseller providing extra features and support
• Organisation whose services are being resold: Microsoft

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Security Clearance (SC)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
• User control over data storage and processing locations: Yes
• Datacentre security standards: Supplier-defined controls
• Penetration testing frequency: At least every 6 months
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest: Other
• Other data at rest protection approach: Data is held in Microsoft Data Centres and protected by Microsoft.
• Data sanitisation process: Yes
• Equipment disposal approach: In-house destruction process
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: As required and can be done by users.
• 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: The Service Level Agreement for Microsoft Online Services is a part of all customer Microsoft volume licensing agreements .; ; If Microsoft do not achieve and maintain the Service Levels for each Service as described in the customers' SLA , then the customer may be eligible for a credit towards a portion of their monthly service fees based on the below formula.; ; (User Minutes -Downtime )/(User Minutes) x 100; ; where Downtime is measured in user-minutes; that is, for each month, Downtime is the sum of the length (in minutes) of each Incident that occurs during that month multiplied by the number of users impacted by that Incident.; ; for example: if Monthly Uptime Percentage 99.9% - 99% Service Credit will be up to 25%, 99% - 95% will be 50% and any less than 95% will be credited at 100%; ; SLA's are not modified during the initial term of a customers' subscription; however, if they renew their subscription, the version of the SLA that is current at the time of renewal will apply throughout the renewal term. Microsoft will provide at least 90 days’ notice for adverse material changes to the SLA.
• Approach to resilience: Our service is dependent on the availability of Microsofts Office 365 availability.; ; Given the complex nature of cloud computing, Microsoft design cloud services to maximize reliability and minimize the negative effects on customers when things do go wrong. Redundancy has been built directly into cloud services. Using a combination of less complex physical infrastructure and more intelligent software that builds data resiliency into services and delivers high availability to customers.
• Outage reporting: Our Support Team actively monitor the Office 365 Service Status Dashboard; ; In the Service health section, administrators have access to Current Status and Planned Maintenance.; ; Current status: Availability of each service or tool, for today and the preceding six days, Details about a service disruption or outage,; ; Planned maintenance: Periods when a service may be unavailable

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: Managed by Microsoft Office 365.; ; Access is controlled at the Microsoft Office 365 tenant level for Global Administrators at the highest level, Internal security policies within each customer organisation will define which levels of access are granted to users within the organisation and their partners.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password

Audit information for users

• Access to user activity audit information: Users have access to real-time audit information
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: User-defined
• How long system logs are stored for: User-defined

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: We adhere to a comprehensive set of information security policies and processes to ensure the confidentiality, integrity, and availability of our systems and data. Our policies cover areas such as data protection, access control, incident response, and compliance with relevant regulations and standards. Our reporting structure includes designated information security officers responsible for overseeing the implementation and enforcement of these policies. We ensure policies are followed through regular audits, assessments, and compliance reviews conducted by internal and external auditors. Additionally, we provide ongoing training and awareness programs to educate employees about their responsibilities regarding information security and reinforce compliance with our policies. Incident response procedures are in place to address any security incidents promptly, with post-incident reviews conducted to identify lessons learned and areas for improvement. Overall, our robust information security framework ensures that policies are effectively implemented, monitored, and enforced to safeguard our systems and data.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: We have an internal change management process where changes come via product owner, and assessed by the technical lead. Changes are assessed on a monthly basis and prioritised for general release.; ; Access is controlled based on the Security Policy on a per user basis, A robust change request process is in place and must be strictly adhered to as mandated by the CTO.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We monitor our telemetry data for exceptions. We can deploy patches in an evergreen manner via a CDN update. Microsoft provide us with updates and potential threats.; ; Microsoft deploy patches on a zero downtime basis for all their online services, They have entire departments focusing on 100% availability hence the need for robust threat and vulnerability assessment. Patching is also done continuously and are announced in advance in the Admin centre.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Microsoft are continuously monitoring their own Office 365 service and software that is developed to interact with Office 365 via API's and directly using various methods of connection in order to mitigate against potential compromises. They work on an immediate response basis releasing patches immediately or by taking affected services offline.
• Incident management type: Supplier-defined controls
• Incident management approach: Users can report events via a dedicated support channel. Incident reports are managed individually via email. The ability for hot fixes and patches have been built into the internal release management process.; ; The Support team have a ticketing tool for users to be able to log incidents and raise tickets; ; Incidents are escalated directly to Microsoft for problems affecting multiple customers, once our Development and Support teams have established the root cause of any major incident; ; Proactive code is deployed with written software to monitor the site/solution in real-time and log tickets on the customer's behalf where any issue arises
• Post-quantum cryptography secure: No

Secure development

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

Public sector networks

• Connection to public sector networks: 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: 0.5%
• Between £250,000 and £500,000: 0.5%
• Between £500,001 and £1,000,000: 0.5%
• Between £1,000,001 and £2,500,000: 0.5%
• Between £2,500,001 and £5,000,000: 0.5%
• Over £5,000,001: 0.5%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Citation
• ISO/IEC 27001 accreditation date: Monday 31 March 2025
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: Dasa-Ragister
• ISO 9001 accreditation date: Monday 30 October 2023
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: None of the criteria
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: Ef4fcf52-aa92-481d-8ba6-73e89766db6e
• 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
    • 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 glue.frameworks@reply.com. Tell them what format you need. It will help if you say what assistive technology you use.