CHESS ICT LIMITED

Chess Microsoft Teams Direct Routing

Work Better Together - Integrating our voice solution with the Microsoft Teams platform will ensure you are always available when your customers need you. Chess Teams Direct Routing provides you with all the tools you need in a single platform helping you to deliver better service.

Features

• Presence-based Redirect - calls will be redirected to available staff
• Text to Speech - auto attendant message and message in.
• Voice Control - during the greeting and menu message
• Set Business Hours & After Hours Call Flow
• Call Parking - give the call recipient a ‘park’ number
• Attended/Blind Transfer - consult with a call recipient
• Call Queues - Customised greetings and customised music on hold

Benefits

• Reduce Costs
• Single Integrated Teams Solution
• Voice Support Included
• No Hardware Needed
• Built in Disaster Recovery
• Calls and Minutes bundle included
• Free Auto Updates

• Free trial 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@chessict.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

292359125092227

Contact

Joanne Austin - Head of Bids
0800 688 8858
bids@chessict.co.uk

About your service

• Service categories:

  Systems Infrastructure Software

  Physical and virtual computing

  Software defined compute

  • Cloud System Software
• Multi cloud support: No

Service scope

• Software add-on or extension: Yes
• What software services is the service an extension to: Microsoft Teams
• Cloud deployment model: Public cloud
• Service constraints: Requires Microsoft Teams.; Depending on your Office/Microsoft licence you will require either a Microsoft Phone System licence or Shared Device License to enable the integration.
• System requirements: Microsoft Teams

User support

• Email or online ticketing support: Yes, at extra cost
• Support response times: As per Chess standard Service Levels.; Service desk is available Monday to Friday 8.30-17.30, excluding Bank Holidays.
• 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: No
• Onsite support: Yes, at extra cost
• Support levels: Chess standard support includes:; Service Desk available Mon-Fri 08.30-17.30, excluding Bank Holidays; Access to 1st/2nd/3rd line engineers; Calls can be logged 24x7 online, by email and phone.; Service plans can be enhanced to extend hours of availability
• Support available to third parties: No

Onboarding and offboarding

• Getting started: Full feature and instruction guides, video based training, on premises or virtual class based training along with Adoption and Change Management consultancy if required
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: Call Recording data can be downloaded. Other data is deleted from the system upon contract cease
• End-of-contract process: The customers service can pass to a new provider or the customer can enter into a new contract.
• 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: Yes
• Compatible operating systems:
  • Android
  • IOS
  • Linux or Unix
  • MacOS
  • Windows
  • ChromeOS
  • Other
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Mobile enables Quiet Hours
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Teams Admin Centre
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Standard Microsoft portal which enables dark mode and various zoom levels
• API: No
• Customisation available: No

Scaling

• Independence of resources: The underlying network covers the UK for both Voice and Data access, the architecture by its nature has significant capacity driven by multiple levels of resilience. The architecture itself is componentised, allowing the ability to build out additional capacity as required. Capacity planning processes are in place that constantly reviews utilisation, resilience and sales forecasts to build out these components in a timely fashion

Analytics

• Service usage metrics: Yes
• Metrics types: Uptime statistics upon request. Specific call usage via CDR records. In depth information as standard via the Administration Portal for call trends and basic analytics
• Reporting types: 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
• User control over data storage and processing locations: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least every 6 months
• Penetration testing approach: ‘IT Health Check’ performed by a CHECK service provider
• Protecting data at rest: Physical access control, complying with SSAE-18 / ISAE 3402
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type:
  • Data Erasure
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Via a web browser
• 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: All measures are Monthly = Core Services 99.95%, Portal Availability 99.9%, Call Routing Services 99.0%
• Approach to resilience: For resilience, fixed voice and data services are spread across four main locations and key product platforms are located in at least two of these locations, with the ability for each node to act independently should one fail. As a result, typical achievements of 99.999% availability for these products is met. The network incorporates a number of options for the routing of calls which are invoked automatically, should the primary route fail. There are multiple SIP points of interconnect with all the key UK voice carriers, which are hosted at each of the core network sites and operate independently. These are used to their full potential to provide as many routing options as possible to manage the network traffic.
• Outage reporting: Subscription to notification systems via the Portal are available for outages and planned downtime

Identity and authentication

• User authentication needed: Yes
• User authentication: Username or password
• Access restrictions in management interfaces and support channels: System admin defined through the Admin Portal which can easily disable and enable users when required. User defined password with high degrees of complexity to include uppercase, symbols and numbers to a minimum length of 8 characters.
• Access restriction testing frequency: At least every 6 months
• Management access authentication: 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: Where appropriate standards exist, full compliance and certification has been pursued. Additionally, following industry best practice guides such as ITIL for service management and GPG13 for protective monitoring. The management of risk is a primary driver and underpins the governance and compliance activities. Risk registers are regularly reviewed, and key operational staff responsible are fully apprised of open risks and status of mitigation.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: All change requests are submitted and reviewed by Compliance and our dedicated Ops change Board for all potential impacts.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: All services are closely monitored, and system and security logs streamed to central servers for analysis and alerting. An aggregation platform accepts output from the various vendors and proprietary systems for analysis and reporting. In addition to comprehensive alerting, this offers a proactive approach for preventing services issues through the trend analysis and anomalous behaviour. The platform enforces compliance with best practice and standards and internal security policies for access and management. Where applicable, monitoring is designed to support controls detailed within the best practice guide for Protective Monitoring for HMG ICT Systems, GPG13, published by National Cyber Security Centre(NCSC).
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: All services are closely monitored, and system and security logs streamed to central servers for analysis and alerting. An aggregation platform accepts output from the various vendors and proprietary systems for analysis and reporting. In addition to comprehensive alerting, this offers a proactive approach for preventing services issues through the trend analysis and anomalous behaviour. The platform enforces compliance with best practice and standards and internal security policies for access and management. Where applicable, monitoring is designed to support controls detailed within the best practice guide for Protective Monitoring for HMG ICT Systems, GPG13, published by National Cyber Security Centre(NCSC).
• Incident management type: Supplier-defined controls
• Incident management approach: All data incidents are reported through the OneTrust system.This is a privacy management platform that will provide automated functions and better management of many data protection aspects.
• 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)

Public sector networks

• Connection to public sector networks: Yes
• Connected networks: Joint Academic Network (JANET)

Pricing

• Discount for educational organisations: No
• Free trial available: Yes
• Description of free trial: Proof of Concept for 30 days available - doesn't include setup of the back end system which a small nominal charge would apply

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

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

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: UKAS
• ISO/IEC 27001 accreditation date: Tuesday 21 February 2023
• 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: BSI
• ISO 9001 accreditation date: Tuesday 28 November 1995
• What the ISO 9001 doesn’t cover: For 9001 Group Financial Accounts and Measurement Traceability are excluded
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: Yes
• Who accredited the PCI DSS certification: PCI
• PCI DSS accreditation date: Tuesday 24 June 2025
• What the PCI DSS doesn’t cover: For PCI DSS requirements 2, 6, 8 and 11 are wholly not applicable and requirement 9 is partially applicable
• Cyber essentials: No
• Cyber Essentials Alternative: None of the criteria
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 2f0b96fa-10f8-457a-9ec4-1bb93ae978ea
• 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
    • 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: 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

  • 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 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
    • 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 bids@chessict.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.