CDW LIMITED

CDW Veeam Data Cloud

Managed, cloud-native backup and recovery for Microsoft 365 and Azure with immutable, encrypted storage, policy automation, granular restores, and regional data residency for resilience and compliance.

Features

• Policy-driven Microsoft 365/Azure backups
• Immutable, encrypted storage
• Granular and bulk restore
• Entra ID protection
• Region-selectable storage
• Web UI administration
• REST API & PowerShell
• Real-time status & cases
• Regular third-party pen tests
• All-inclusive pricing

Benefits

• Reduce ransomware risk
• Accelerate recovery
• Meet data residency
• Simplify operations
• Lower predictable costs
• Strengthen compliance
• Integrate via API/CLI
• Scale across workloads
• Improve governance
• Enterprise support

• Education pricing available
• Free trial available

Service documents

• Pricing document

  ODS

• 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 tenders@uk.cdw.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

316727728959881

Contact

Andy Wood
0161 837 7744
tenders@uk.cdw.com

About your service

• Service categories:

  IaaS

  IaaS Storage

  • Object or Bucket

Service scope

• Service constraints: Planned maintenance announced in advance; SaaS abstracts infrastructure; fair-use limits may trigger egress charges; region availability aligned to Azure; advanced API actions require appropriate privileges.
• System requirements:
  • Microsoft 365 tenant admin consent
  • Azure subscription for Azure workloads
  • Modern browser
  • Entra ID SSO with MFA
  • Appropriate RBAC roles
  • Network egress to service endpoints
  • API tokens for automation
• Cloud deployment model: Hybrid cloud

User support

• Email or online ticketing support: Yes
• Support response times: 24x7 for production incidents; severity-based SLAs; weekend coverage for critical cases; phone escalation available via portal.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• 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: Tested with NVDA/JAWS, keyboard-only flows and high-contrast modes; periodic audits follow WCAG techniques and ACT rules.
• Onsite support: Yes, at extra cost
• Support levels: Standard Support (included) 24x7 critical coverage; optional Premier Support with TAM-like engagement; Professional Services for onboarding/migration. Onsite consulting priced per SOW (time & materials).
• Support available to third parties: Yes
• AI chatbot: Yes

Onboarding and offboarding

• Getting started: Guided onboarding, admin consent flows, policy templates, online training and documentation; optional workshops and professional services.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: Export backups/metadata via restore/export or request bulk retrieval; assistance provided per Fair Use and Service Agreement.
• End-of-contract process: 30-day post-termination retrieval window; then secure deletion per sanitization policy; bulk export may be chargeable; standard assistance included during window.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Using the web interface: Configure policies, retention, regions, roles and restores; view audits and metrics. Infrastructure access is abstracted (SaaS). Certain plan/region changes may require assistance.
• Web interface accessibility standard: WCAG 2.2 AA
• Web interface accessibility testing: Screen reader and keyboard-only testing performed periodically; issues tracked and remediated per WCAG ACT rules.
• API: Yes
• What users can and can't do using the API: Create/update policies, query jobs/restore points, trigger restores, pull audit logs/metrics, manage roles; infrastructure layer keys are abstracted.
• API automation tools:
  • Terraform
  • Other
• Other API automation tools: PowerShell; Curl/HTTP clients; SIEM connectors
• API documentation: Yes
• API documentation formats: HTML
• Command line interface: Yes
• Command line interface compatibility:
  • Linux or Unix
  • Windows
  • MacOS
• Using the command line interface: Script policy management, job runs, restores and exports; authenticate via SSO/API tokens; infrastructure changes beyond SaaS scope not exposed.

Scaling

• Independence of resources: Multi-tenant isolation with rate-limiting and per-tenant resources; Azure scale units ensure QoS; immutable storage decouples restore performance.
• Usage notifications: Yes
• Usage reporting:
  • API
  • Email
• Optimising consumption: Yes
• Automatic scaling: Yes

Analytics

• Infrastructure or application metrics: Yes
• Metrics types:
  • CPU
  • Disk
  • Memory
  • Network
  • Number of active instances
  • Other
• Other metrics: Job status; backup success; capacity usage
• Reporting types:
  • Real-time dashboards
  • Regular reports
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Reseller (no extras)
• Organisation whose services are being resold: Veeam

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: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Encryption of all physical media
• 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
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Physical Destruction / Hardware containing data is completely destroyed

Backup and recovery

• What’s backed up:
  • Exchange Online; SharePoint Online; OneDrive for Business;
  • Microsoft Teams; Entra ID objects; Azure VMs/disks;
  • Azure SQL; Backup metadata/audit logs
• Backup controls: Policy rules per workload/service; schedules and retention configurable; variable scope (org/group); mix plans per user sets.
• Datacentre setup: Multiple datacentres with disaster recovery
• Scheduling backups: Users schedule backups through a web interface
• Backup recovery: Users can recover backups themselves, for example through a web interface
• Backup and recovery: Yes
• RPO/RTO: Yes

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: 99.9% uptime SLA (excluding planned maintenance). Credits per terms if unmet; multi-region architecture with Azure redundancy.
• Approach to resilience: Redundant storage (LRS/ZRS options), isolated air-gapped architecture, immutable backups; restore orchestration; detailed DC resilience available on request.
• Outage reporting: Public status dashboard/portal updates; email alerts; API access for monitoring.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
• Access restrictions in management interfaces and support channels: RBAC, least privilege, audited actions, SSO with MFA; support access limited to authorized case admins.
• 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)
• Devices users manage the service through: Any device but through a bastion host (a bastion host is a server that provides access to a private network from an external network such as the internet)

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 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
• Information security policies and processes: ISMS aligned to ISO 27001; documented policies, risk management, audit, vulnerability management and incident response; reporting via Trust Center.

Operational security

• Configuration and change management standard: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Configuration and change management approach: Asset/config tracking, peer review, risk assessment, staged rollout and rollback; security impact assessment within change control.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Threat intel ingestion, prioritization, patch SLAs, scanning and third-party pen tests; advisories via Trust Center.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Telemetry, anomaly detection, incident triage, predefined playbooks, rapid containment and customer notification SLAs.
• Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
• Incident management approach: Predefined runbooks; users report via portal/phone; incident reports provided via case management/email.
• Post-quantum cryptography secure: Yes

Secure development

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

Separation between users

• Virtualisation technology used to keep applications and users sharing the same infrastructure apart: Yes
• Who implements virtualisation: Supplier
• Virtualisation technologies used: Hyper-V
• How shared infrastructure is kept separate: Tenant isolation via identity scoping, segregated storage accounts and encryption keys; audited access controls.

Energy efficiency

• Energy-efficient datacentres: Yes
• Description of energy efficient datacentres: Azure data centres implement EU CoC best practices (monitor PUE, sustainable energy usage, life-cycle approach). Veeam leverages these facilities; efficiency-focused design minimizes compute/IO overhead.

Pricing

• Discount for educational organisations: Yes
• Free trial available: Yes
• Description of free trial: Time-limited trial with console access, policy setup and limited backup/restore capacity; production SLAs not included.
• Link to free trial: Available on request / Marketplace listing

Discount

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

Formula for calculating price of your services

• Formula for calculating price of your services:

  Which of the core deployment models you intend to offer

  Public Cloud

  Public Cloud - Formula for calculating price of your services

  ---

  Total Cost

  The Total Cost for a buyer's call off requirement in a Public Cloud Deployment

  =

  Baseline Pricing

  As a reseller of public cloud services from several public cloud service providers, including Microsoft, AWS, NetApp and Veeam, Buyers will be able to find a full catalogue of services and baseline pricing on each of the vendor's publicly accessible websites (all links entered below). Buyers can view baseline pricing for the individual service that they require and are also able to build service estimates using the baseline pricing where one or more services are required. The estimates allows the Buyer to configure a baseline quote for the required services to the required/desired specification. Additionally, all CDW services listings in Lot 1a also include a price document that provides Buyers with access to baseline pricing.; ; Links to the full catalogue of available services and baseline pricing for proposed vendors are:; ; Microsoft: ; https://azure.microsoft.com/en-gb/pricing/#Pricing-by-product; ; https://azure.microsoft.com/en-gb/pricing/calculator/; ; Amazon Web Services (AWS): https://aws.amazon.com/pricing/; ; https://calculator.aws/#/estimate; ; NetApp: https://www.netapp.com/pricing/; ; Veeam: https://www.veeam.com/products/veeam-data-cloud/purchasing-options.html

  Baseline Pricing - Web link

  https://azure.microsoft.com/en-gb/pricing/#Pricing-by-product

  -

  Minimum Discounting

  0%

  +

  Onboarding Activity

  Onboarding costs may vary based on your specific requirements, please confirm with suppliers during the clarification process

  +

  Additional sources of cost

  Additional sources of cost that may relate to a Buyer contracting for services in this deployment model could include:; ; •Ongoing support: Some Buyers may require additional support in managing their cloud infrastructure once the services are operational. CDW can provide IaaS/PaaS ongoing management support through our CloudCare managed services, which is an additional cost consisting of an initial CapEx cost and ongoing costs which are calculated based on a percentage of the Buyer’s monthly consumption.; •Unscheduled services: Such as unscheduled Healthcheck professional service assessments which are not included part of the onboarding scope/service.; •Buyer overspend: Whilst CDW will make every effort to ensure the services deployed are tailored (rightsized) to each Buyer’s specific requirements and budget, there may be some instances of Buyer overspend that result in additional costs. CDW engages with each Buyer and uses our defined pre-sales methodology to undertake a thorough assessment of the Buyer’s immediate requirements, growth strategy and budgetary requirements. This is the foundation for designing a service deployment model that accurately reflects the Buyer’s immediate and future service consumption and spend. However, some unforeseeable factors, such as unexpected rates/periods of Buyer growth, may result in requirements for increased consumption and ultimately, increased/additional costs.

  -

  Additional sources of cost reduction

  Sources of cost reduction that could relate to a Buyer contracting for services in this deployment model could include:; ; •Access to Cloud Service Provider (CSP) funding pots/programs: Many of the leading CSPs having funding pots and programs available that can be used to subsidise Buyer services and reduce costs. These funding pots are often accessible in scenarios when defined CSP eligibility criteria and pre-requisites are met. Examples of funding programs include Microsoft Azure’s Migration & Modernization Program (AMMP), Microsoft’s End Customer Investment Funds (ECIF) and Microsoft’s Commerce Incentives (MCI).; •Vertical specific discount schemes: Many of the CPSs offer vertical specific discount schemes on their services. As an example, Microsoft offers government discount schemes and discounts/grants for eligible not for profit organisations. As another example, AWS offers public sector discounts through their One Government Value Agreement (OGVA) program.; •Committed spend agreements: Some of the leading CPSs offer contractual agreements that offer benefits, such as discounts and cost reductions, in exchange for the Buyer making an up-front commitment to achieve a minimum level of consumption/spend. For example, Microsoft offers the Microsoft Azure Consumption Commitment (MACC) which offers Buyers discounts and financial benefits for commitment to a pre-agreed level of consumption/spend.

  ---

• Total Cost: The Total Cost for a buyer's call off requirement in a Public Cloud Deployment
• Baseline Pricing: As a reseller of public cloud services from several public cloud service providers, including Microsoft, AWS, NetApp and Veeam, Buyers will be able to find a full catalogue of services and baseline pricing on each of the vendor's publicly accessible websites (all links entered below). Buyers can view baseline pricing for the individual service that they require and are also able to build service estimates using the baseline pricing where one or more services are required. The estimates allows the Buyer to configure a baseline quote for the required services to the required/desired specification. Additionally, all CDW services listings in Lot 1a also include a price document that provides Buyers with access to baseline pricing.; ; Links to the full catalogue of available services and baseline pricing for proposed vendors are:; ; Microsoft: ; https://azure.microsoft.com/en-gb/pricing/#Pricing-by-product; ; https://azure.microsoft.com/en-gb/pricing/calculator/; ; Amazon Web Services (AWS): https://aws.amazon.com/pricing/; ; https://calculator.aws/#/estimate; ; NetApp: https://www.netapp.com/pricing/; ; Veeam: https://www.veeam.com/products/veeam-data-cloud/purchasing-options.html
• Baseline Pricing - Web link: https://azure.microsoft.com/en-gb/pricing/#Pricing-by-product
• Minimum Discounting: 0%
• Onboarding Activity: Onboarding costs may vary based on your specific requirements, please confirm with suppliers during the clarification process
• Additional sources of cost: Additional sources of cost that may relate to a Buyer contracting for services in this deployment model could include:; ; •Ongoing support: Some Buyers may require additional support in managing their cloud infrastructure once the services are operational. CDW can provide IaaS/PaaS ongoing management support through our CloudCare managed services, which is an additional cost consisting of an initial CapEx cost and ongoing costs which are calculated based on a percentage of the Buyer’s monthly consumption.; •Unscheduled services: Such as unscheduled Healthcheck professional service assessments which are not included part of the onboarding scope/service.; •Buyer overspend: Whilst CDW will make every effort to ensure the services deployed are tailored (rightsized) to each Buyer’s specific requirements and budget, there may be some instances of Buyer overspend that result in additional costs. CDW engages with each Buyer and uses our defined pre-sales methodology to undertake a thorough assessment of the Buyer’s immediate requirements, growth strategy and budgetary requirements. This is the foundation for designing a service deployment model that accurately reflects the Buyer’s immediate and future service consumption and spend. However, some unforeseeable factors, such as unexpected rates/periods of Buyer growth, may result in requirements for increased consumption and ultimately, increased/additional costs.
• Additional sources of cost reduction: Sources of cost reduction that could relate to a Buyer contracting for services in this deployment model could include:; ; •Access to Cloud Service Provider (CSP) funding pots/programs: Many of the leading CSPs having funding pots and programs available that can be used to subsidise Buyer services and reduce costs. These funding pots are often accessible in scenarios when defined CSP eligibility criteria and pre-requisites are met. Examples of funding programs include Microsoft Azure’s Migration & Modernization Program (AMMP), Microsoft’s End Customer Investment Funds (ECIF) and Microsoft’s Commerce Incentives (MCI).; •Vertical specific discount schemes: Many of the CPSs offer vertical specific discount schemes on their services. As an example, Microsoft offers government discount schemes and discounts/grants for eligible not for profit organisations. As another example, AWS offers public sector discounts through their One Government Value Agreement (OGVA) program.; •Committed spend agreements: Some of the leading CPSs offer contractual agreements that offer benefits, such as discounts and cost reductions, in exchange for the Buyer making an up-front commitment to achieve a minimum level of consumption/spend. For example, Microsoft offers the Microsoft Azure Consumption Commitment (MACC) which offers Buyers discounts and financial benefits for commitment to a pre-agreed level of consumption/spend.

Mandatory certifications

• Mandatory certifications:

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

  Reseller

  Cloud service suppliers you intend to resell with evidence

  Organisation 1

  Organisation name

  Microsoft

  Website address/upload for organisation

  Website address

  Website address

  https://marketplace.microsoft.com/en-us/partners/872cc32f-6dcc-4955-bfe9-4ceffd1ff2b8/overview

  Organisation 2

  Organisation name

  Veeam

  Website address/upload for organisation

  Website address

  Website address

  https://www.veeam.com/partners/find-a-partner.html?country=GBR&search=cdw

  Organisation 3

  Organisation name

  Amazon Web Services (AWS)

  Website address/upload for organisation

  Website address

  Website address

  https://partners.amazonaws.com/search/partners/?facets=Program%20%3A%20AWS%20Marketplace%20Skilled%20Consulting%20Partner&pName=CDW

  Organisation 4

  Organisation name

  NetApp

  Website address/upload for organisation

  Website address

  Website address

  https://www.netapp.com/partners/partner-connect/cdw-ltd/

  ISO 9001 certification

  Provided

  ISO 27001 certification

  Provided

  ISO 20000-1 certification

  Provided

  Are you reliant on the Cloud Service Provider for some accreditations

  Yes

Cyber Essentials

• Do you have a Cyber Essentials Plus certificate?: Yes
• Cyber Essentials Plus certificate Number: 4f861f6b-f0f0-44fa-a807-6049b0d9bfdc

Non-mandatory Standards and certifications

• ISO 28000:2022 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: Yes
• Who accredited the PCI DSS certification: Worldpay
• PCI DSS accreditation date: Tuesday 11 March 2025
• What the PCI DSS doesn’t cover: N/A
• 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
    • 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
    • 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
    • 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
    • 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
    • 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

  ODS

• 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 tenders@uk.cdw.com. Tell them what format you need. It will help if you say what assistive technology you use.