NTT DATA Business Solutions - Infor SunSystems Hosted
Infor SunSystems Finance & Accounting solution combines the latest innovation and usability with a depth of functionality that has been achieved through decades of practical application.
SunSystems is a comprehensive, global financial management and accounting system that delivers real-time financial, operational, and reporting analysis with unparalleled adaptability.
Features
- Unified Ledger
- Budget and Commitment management
- Purchase to Pay
- Bank Management
- Fixed Assets
- Mobile working
- Multi Company & Multi Currency & Multi Language
- Reporting
- Project Accounting
- Business systems integration
Benefits
- Simple and intuitive interface
- Realtime access to data
- Cloud ready accessibility on Mobile, Tablet and Desktop
- Implement best practices locally and globally
- Access In-Context business intelligence
- Integrate key business systems providing deeper analysis through finance
- Enable cross application process flows
- Improve compliance readiness and data security
- Meets local & regulatory reporting in over 190 countries
- Meeting Accounting requirements of different industries locally & globally
Pricing
Service documents
Request an accessible format
Framework
G-Cloud 15
Service ID
3 3 3 9 2 2 0 5 1 4 8 4 4 2 8
Contact
NTT DATA BUSINESS SOLUTIONS LIMITED
Philip Newman
Telephone: 07554555951
Email: Info-solutions-uk@bs.nttdata.com
About your service
- Service categories
-
IaaS
IaaS Compute
Virtualised x86
- General purpose
Service scope
- Service constraints
- Platform and application updates and patch sets are applied at the customer’s discretion, but may attract additional consultancy charges
- System requirements
- Citrix Workspace receiver for thick client
- Cloud deployment model
- Private cloud
User support
- Email or online ticketing support
- Yes
- Support response times
-
Response times based on priority of the incident raised. Initial response times based on priorities outlined below.
P1 – IRT: within 1 hour of case submission.
P2 – IRT: within 4 hours of case submission.
P3 – IRT: within 1 business day of case submission.
P4 – IRT: within 2 business days of case submission.
Response times change at weekends. - 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
-
Support Includes:
24-hour contact, 7 days a week.
18 languages, English being the core language.
Accessible by Phone, e-mail, and web portal.
Each Support member has SunSystems experience.
Total visibility over Support Call status with regular updates.
WebEx support.
Transparent escalation path with access to Managers and Directors company wide.
Extensive Knowledge Base, eLearning’s, and system tips at no additional cost.
Regular webinar recordings.
Dedicated Account Management. - Support available to third parties
- Yes
Onboarding and offboarding
- Getting started
- NTT DATA Business Solutions provide a full range of implementation services including, but not limited to, configuration consultancy, training, documentation and integration configuration
- Service documentation
- Yes
- Documentation formats
- End-of-contract data extraction
- A backup of the relevant underlying SQL database can be provided to clients twice annually – this service would be available at the end of a contract if desired. In addition, data extraction services are part of the solution offered by NTT DATA, ensuring clients can de-couple from the solution and retain all of their data.
- End-of-contract process
- Contract end processes vary, but clients ought to review contract documents, review internal records and contact their NTT DATA account manager for specific requirements around ending their contract with NTT DATA or Infor.
- Documentation accessibility standard
- WCAG 2.2 AA
Using the service
- Web browser interface
- Yes
- Using the web interface
-
The SunSystems Web client is based on Infor Hook and Loop design principles and encapsulates SunSystems core processes and business logic.
The Web client reads and writes from and to the same MS SQL company database used for the SunSystems desktop version.
With the Web client, you can:
Create, process, and update financial transactions and master data.
Utilize user-defined fields, tables and objects.
Choose your preferred deployment option: on-premise & in the cloud, both can be used side-by-side with the desktop SunSystems client.
The SunSystems web-enabled version is accessed via a Web Browser.
Prerequisites:
You are using one of the following Web browsers:
Mozilla Firefox.
Google Chrome.
Microsoft Edge.
Apple Safari (Mac and iPad). - Web interface accessibility standard
- WCAG 2.2 AA
- Web interface accessibility testing
- N/A
- API
- Yes
- What users can and can't do using the API
- SunSystems API Gateway is a service that provides a unified service endpoint for you to access business data through an API call from a source system outside SunSystems. You can use this API Gateway to log in to SunSystems once and then have access to the data in all the business units which can then consumed on other user interfaces.
- API automation tools
- Other
- Other API automation tools
- SunSystem API Gateway
- API documentation
- Yes
- API documentation formats
- HTML
- Command line interface
- Yes
- Command line interface compatibility
- Other
- Using the command line interface
- Clients can customize various areas of the system to suit their requirements; from the chart of accounts and analysis structure, to static data and transactional authorization workflows and screen layouts, menus, inquiry filters, customer-specific business rules, order types, calculations and price/value books.
Scaling
- Independence of resources
- Deployments are based on a single-tenant architecture. Each client sits within their own AWS Account. Multi-VPC architecture allows client workloads to be isolated from different parts of our client's infrastructure, simplifies and improves security due to less error-prone and more precise access control. User workloads are not affected by other users placing a demand on the service.
- Usage notifications
- Yes
- Usage reporting
- Optimising consumption
- Yes
- Automatic scaling
- Yes
Analytics
- Infrastructure or application metrics
- Yes
- Metrics types
-
- CPU
- Disk
- Other
- Other metrics
-
- RAM
- Platform Uptime
- 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
- Infor
Staff security
- Staff security clearance
- Conforms to BS7858:2019
- Government security clearance
- Baseline Personnel Security Standard (BPSS)
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
- Another external penetration testing organisation
- Protecting data at rest
-
- Physical access control, complying with CSA CCM v4.0
- Physical access control, complying with SSAE-18 / ISAE 3402
- Data sanitisation process
- Yes
- Equipment disposal approach
- Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
- Data sanitisation type
- Deleted data can’t be directly accessed / Cryptographic Erasure
Backup and recovery
- Backup controls
-
Amazon EBS provides the ability to create snapshots (backups) of any Amazon EBS volume. It takes a copy of the volume and places it in Amazon S3, where it is stored redundantly in multiple Availability Zones.
EBS volumes for EC2 Instances (virtual machines), backed up once every 24 hours.
Each volume attached to the EC2-instance is backed up using a 7-day Retention period. Each EC2 instance thereby will have 7 snapshots of their EBS volumes at any given time going back 7 days. Apart from the above, there are scheduled backups used for Application-level recovery on demand. - Datacentre setup
- Multiple datacentres with disaster recovery
- Scheduling backups
- Supplier controls the whole backup schedule
- Backup recovery
- Users contact the support team
- Backup and recovery
- Yes
- RPO/RTO
- Yes
Data-in-transit protection
- Data protection between buyer and supplier networks
-
- Private network or public sector network
- TLS (version 1.2 or above)
- IPsec or TLS VPN gateway
- Data protection within supplier network
-
- TLS (version 1.2 or above)
- IPsec or TLS VPN gateway
Availability and resilience
- Guaranteed availability
-
99.9%
If service availability is breached service credits are issued . - Approach to resilience
- Additional information provided upon request.
- Outage reporting
- Service outages are reported via email, which includes a RCA (Root Cause Analysis).
Identity and authentication
- User authentication needed
- Yes
- User authentication
-
- Multi-Factor Authentication (MFA)
- Public key authentication (including by TLS client certificate)
- Other
- Other user authentication
-
Authentication takes place via Citrix Cloud as well as application level – SunSystems Authentication.
SSO can be enabled leveraging clients Azure AD with Citrix Cloud.
MFA is included for all our customers and employees.
We also use a PAM tool for admin access to customer servers. - Access restrictions in management interfaces and support channels
- At least once a year via specific protocols embedded
- 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)
- Dedicated link (for example VPN)
- Username or password
- 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 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
-
ISO 27001 and SOC 2 Type 1.
The policies are enforced by the infosec team and IT controls are in place to ensure these are followed. Regular online training sessions are enforced and tracked for all employees throughout the employment term. All new starters go through a security induction program.
Operational security
- Configuration and change management standard
- Supplier-defined controls
- Configuration and change management approach
-
A change control process is in place to control changes to all critical company information resources (i.e., hardware, software, system documentation and operating procedures). This includes management responsibilities/procedures.
Wherever practicable, operational and application change control procedures should be integrated. The change control process should include the following phases:
Logged Change Requests;
Identification, prioritization and initiation of change;
Proper authorization of change;
Requirements analysis;
Inter-dependency and compliance analysis;
Impact Assessment;
Change approach;
Change testing;
User acceptance testing and approval;
Implementation and release planning;
Documentation;
Change monitoring;
Defined responsibilities and authorities of all users and IT personnel;
Emergency change classification parameters. - Vulnerability management type
- Supplier-defined controls
- Vulnerability management approach
-
Vulnerabilities identified on a regular basis via scanning, and must be remediated in accordance CVSS score.
The scope of scans is regularly reviewed, to ensure new or changed systems are discovered and added to the regular scanning cycle
Security risks must be reviewed before the next patching cycle.
o CRITICAL–Will be considered a security incident and managed through the incident management process
o HIGH–Within 30 days of the patch being released
o MEDIUM–Within 180-days of the patch being released
o LOW/NONE–Patching not required but should be patched along with MEDIUM risks if possible - Protective monitoring type
- Supplier-defined controls
- Protective monitoring approach
-
There is a Global Incident Management Policy in place at NDBS
Please be aware we are not permitted to share copies of our internal policies. Security Policies meet ISO27001 requirements. If required, after signing an NTT DATA Business Solutions Non-Disclosure Agreement the Title and Contents pages may be shared. - Incident management type
- Supplier-defined controls
- Incident management approach
- NDBS provide clearance checks as part of any staff onboarding, however specific clearance checks can be organised on request, for example for customers working in government sectors or industries with certain compliance regulations. If a cost is associated with the clearance checks, this would be reviewed with the commercial team.
- Post-quantum cryptography secure
- No
Secure development
- Approach to secure software development best practice
- Supplier-defined process
Separation between users
- Virtualisation technology used to keep applications and users sharing the same infrastructure apart
- Yes
- Who implements virtualisation
- Third-party
- Third-party virtualisation provider
- AWS
- How shared infrastructure is kept separate
- All workloads run on AWS Services.
Energy efficiency
- Energy-efficient datacentres
- No
Pricing
- Discount for educational organisations
- No
- Free trial available
- No
Discount
- Provide your minimum discount applicable to your baseline prices
- 0%
Formula for calculating price of your services
- Formula for calculating price of your services
-
Which of the core deployment models you intend to offer
Private CloudPrivate Cloud - Formula for calculating price of your services
- Total Cost
- The Total Cost for a buyer's call off requirement in a Private Cloud Deployment
- =
- Baseline Pricing
-
The baseline pricing is calculated based on the core components required to design, build, and operationally hand over a secure and supported environment.
These services cover hosting build coordination and the creation of a dedicated AWS account, followed by server build and configuration activities. Security and access controls are established through multifactor authentication (MFA) and user creation, alongside configuration of file server services.
The baseline also includes publishing external URLs, application publishing via Citrix and/or RDWeb, and associated server troubleshooting to ensure the environment is stable and ready for use. Final activities include support transition and customer handover, supported by the production of a Hosting Design Document that captures the agreed architecture and configuration.
Together, these elements ensure a production-ready hosting environment.
The pricing is calculated using variable such as the software to be installed, the selected AWS data centre location, and the anticipated number of users, all of which influence infrastructure sizing, performance, and regional hosting costs. - -
- 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
-
Costs associated with this deployment model may increase depending on the scale, security, and connectivity requirements of the service. Infrastructure costs are influenced by server size and performance requirements, including compute, storage, and resilience levels needed to support the solution. Where integration with external or on-premise systems is required, additional integration servers may be needed, increasing hosting and support costs.
Secure connectivity requirements can also increase cost. For example, the use of VPNs or private network connections to buyer environments introduces additional configuration, licensing, and ongoing management overheads.
User-based costs may apply where pricing is linked to the number of named or concurrent users, as this impacts capacity planning, access management, and support effort. An increase in user numbers may require larger server instances or additional application servers to maintain performance and availability.
Other potential cost sources include environment build and configuration activities, security controls such as authentication services, and ongoing operational support and monitoring.
Together, these factors ensure the solution is appropriately sized, secure, and aligned to the buyer’s operational requirements. - -
- Additional sources of cost reduction
-
One source of cost reduction is the ability to lower availability or resilience options for noncritical environments, reducing infrastructure and hosting costs where high availability is not required.
Longer contract terms may also enable improved commercial arrangements, providing greater cost efficiency and budget predictability over the duration of the contract. Additional savings can be achieved through the use of savings plans and reserved instances, which offer discounted pricing in exchange for committed levels of usage when compared to on-demand consumption.
Storage lifecycle management provides further opportunities for cost optimisation by automatically transitioning data to lower-cost storage tiers based on usage and access patterns, ensuring buyers only pay premium storage costs where necessary.
These approaches allow buyers to reduce overall service costs while maintaining appropriate levels of performance, security, and operational support, ensuring value for money throughout the contract term.
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
ResellerCloud service suppliers you intend to resell with evidence
Organisation 1
Organisation name
AWSWebsite address/upload for organisation
UploadUpload
ProvidedOrganisation 2
Organisation name
AWSWebsite address/upload for organisation
UploadUpload
ProvidedOrganisation 3
Organisation name
AWSWebsite address/upload for organisation
UploadUpload
ProvidedOrganisation 4
Organisation name
AWSWebsite address/upload for organisation
UploadUpload
ProvidedOrganisation 5
Organisation name
AWSWebsite address/upload for organisation
UploadUpload
ProvidedOrganisation 6
Organisation name
SAPWebsite address/upload for organisation
UploadUpload
ProvidedOrganisation 7
Organisation name
SAPWebsite address/upload for organisation
UploadUpload
ProvidedOrganisation 8
Organisation name
SAPWebsite address/upload for organisation
UploadUpload
ProvidedOrganisation 9
Organisation name
SAPWebsite address/upload for organisation
UploadUpload
ProvidedISO 9001 certification
ProvidedISO 27001 certification
ProvidedISO 20000-1 certification
ProvidedAre 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
- 7beb12d1-310f-4c78-a37f-1235786af23a
Non-mandatory Standards and certifications
- ISO 28000:2022 certification
- No
- Quality management systems (QMS)
- Yes
- CSA STAR certification
- No
- PCI certification
- No
- Other security certifications
- No
Social value
- Section B - Commitment for Future: Delivery
-
-
Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.
Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority
- New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
- Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
- Plans to engage the contract workforce in deciding the most important workplace issues to address
- 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
- Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
- Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
- 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
-
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 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
- 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.
- Actions to invest in the physical and mental health and wellbeing of the contract workforce
-