PINK ELEPHANT EMEA LIMITED
Managed IT Support
Comprehensive managed service desk and IT support services providing multi-channel user support, incident and request management, and service continuity. Available 24/7/365 with flexible SLA options, delivered by ITIL-certified professionals using industry-leading technologies.
Features
- 24/7/365 multi-lingual service desk
- Multi-channel support (phone, email, portal, chat)
- Incident and request management
- Problem and change management
- Asset and configuration management
- Knowledge base creation and maintenance
- SLA monitoring and reporting
- Major incident management
- Service level management and reporting
- Continuous service improvement
Benefits
- Reduces operational costs through efficient resource utilisation
- Improves first-contact resolution rates
- Increases end-user satisfaction and productivity
- Provides predictable monthly costs
- Delivers consistent service quality through standardised processes
- Enables internal teams to focus on strategic initiatives
- Ensures business continuity with 24/7 coverage
- Reduces mean time to resolution
- Provides actionable insights through comprehensive reporting
- Scales flexibly with organisational growth
Pricing
- Education pricing available
Service documents
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Framework
G-Cloud 15
Service ID
3 6 0 2 7 1 7 7 9 7 8 4 1 5 9
Contact
PINK ELEPHANT EMEA LIMITED
Gijs-Jan Huisman
Telephone: 01183240620
Email: accountsuk@pinkelephant.co.uk
About your service
- Service categories
-
Cloud Support Services
Ongoing Support
- Product support capabilities
- Logging and management of incidents
- Reporting and proactive results analysis
- Dispatch of service technicians and/or parts
- End user training coordination
- Other
Service scope
- Service constraints
- Service levels and coverage hours are defined within agreed SLAs. On-site support availability depends on location and service tier selected. Initial onboarding period of 4-6 weeks required for knowledge transfer and service transition. Some specialised technical support may require escalation to client technical teams or third-party vendors.
User support
- Email or online ticketing support
- Yes
- Support response times
- Average speed of answer 80% (ASA) <30 seconds
- 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
- 24 hours, 7 days a week
- Web chat support accessibility standard
- WCAG 2.2 AA
- Web chat accessibility testing
-
Web chat functionality within our online support management platform has been tested as part of platform configuration and quality assurance activities, using recognised accessibility best practices.
Testing focuses on ensuring compatibility with assistive technologies through keyboard-only navigation, logical focus order, readable contrast, and screen-reader support, in line with platform accessibility guidance and WCAG principles.
We have not conducted formal, hands-on testing sessions with assistive technology users. Instead, we rely on the accessibility conformance testing and documentation provided by the platform vendor, alongside internal validation to ensure accessible configuration and use of standard components.
Accessibility is kept under review, and where specific user accessibility needs are identified, reasonable adjustments can be made to support effective use of the web chat service. - Support levels
-
We provide flexible, scalable support services designed to meet a wide range of operational and business requirements. Support delivered during business hours or 24×7×365 basis as standard where required, subject to the agreed service scope.
Support is delivered via a structured service desk and includes incident logging, remote diagnosis, resolution, escalation management, and regular service reporting. Where required, support can be provided in multiple languages.
Pricing is based on a fixed monthly fee, agreed with each customer at contract outset. This fee is calculated using historic or forecast ticket volumes and takes into account the complexity of the IT environment, required support hours (including 24×7×365 coverage), supported languages, and the expected mix of incident priorities. This approach provides predictable, transparent costs and avoids per-incident surcharges.
Based on our existing customer base, the average effective cost per support ticket is typically £10–£15. This figure is indicative and represents the monthly support fee divided by the actual number of tickets handled during the period. Final pricing is confirmed during onboarding and documented in the service order or call-off contract. All prices are exclusive of VAT. Support volumes and pricing may be reviewed periodically where there is a sustained material change in demand. - AI chatbot
- No
Resellers
- Supplier type
- Not a reseller
Staff security
- Staff security clearance
- Conforms to BS7858:2019
- Government security clearance
- Developed Vetting (DV)
Pricing
- Discount for educational organisations
- Yes
Architecture roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Trainee business architect | £650.00 | £450.00 |
| Associate business architect | £975.00 | £775.00 |
| Business architect | £1,050.00 | £850.00 |
| Lead business architect | £1,150.00 | £950.00 |
IT operations roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate application operations engineer | £595.00 | £395.00 |
| Application operations engineer | £795.00 | £595.00 |
| Senior application operations engineer | £895.00 | £695.00 |
| Lead application operations engineer | £995.00 | £795.00 |
| Principal application operations engineer | £1,050.00 | £850.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Business relationship manager | £895.00 | £595.00 |
| Senior business relationship manager | £950.00 | £650.00 |
| Lead business relationship manager | £995.00 | £695.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Configuration analyst | £695.00 | £495.00 |
| Change and release analyst | £695.00 | £495.00 |
| Change and release manager | £975.00 | £650.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate end user computing engineer | £595.00 | £395.00 |
| End user computing engineer | £795.00 | £595.00 |
| Senior end user computing engineer | £895.00 | £695.00 |
| Lead end user computing engineer | £995.00 | £795.00 |
| Principal end user computing engineer | £1,050.00 | £850.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| IT service analyst | £695.00 | £495.00 |
| IT service manager | £950.00 | £650.00 |
| Senior IT service manager | £995.00 | £695.00 |
| Head of IT service management | £1,050.00 | £795.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Incident manager | £925.00 | £625.00 |
| Major incident manager | £975.00 | £675.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate infrastructure engineer | £595.00 | £395.00 |
| Infrastructure engineer | £795.00 | £595.00 |
| Senior infrastructure engineer | £895.00 | £695.00 |
| Lead infrastructure engineer | £995.00 | £795.00 |
| Principal infrastructure engineer | £1,050.00 | £850.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate infrastructure operations engineer | £595.00 | £395.00 |
| Infrastructure operations engineer | £795.00 | £595.00 |
| Senior infrastructure operations engineer | £895.00 | £695.00 |
| Lead infrastructure operations engineer | £995.00 | £795.00 |
| Principal infrastructure operations engineer | £1,050.00 | £850.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Problem analyst | £695.00 | £495.00 |
| Problem manager | £975.00 | £650.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Service desk analyst | £350.00 | £250.00 |
| Senior service desk analyst | £375.00 | £275.00 |
| Service desk manager | £475.00 | £375.00 |
| Head of service desk | £525.00 | £425.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Service acceptance analyst | £550.00 | £350.00 |
| Service readiness analyst | £595.00 | £395.00 |
| Service transition manager | £850.00 | £650.00 |
| Lead service transition manager | £995.00 | £795.00 |
Product and delivery roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Trainee business analyst | £395.00 | £195.00 |
| Junior business analyst | £595.00 | £395.00 |
| Business analyst | £795.00 | £595.00 |
| Senior business analyst | £950.00 | £750.00 |
| Lead business analyst | £995.00 | £795.00 |
| Head of business analysis | £1,050.00 | £850.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate delivery manager | £595.00 | £395.00 |
| Delivery manager | £895.00 | £695.00 |
| Senior delivery manager | £995.00 | £795.00 |
| Head of (Agile) delivery management | £1,050.00 | £850.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Digital portfolio analyst | £595.00 | £395.00 |
| Digital portfolio manager | £795.00 | £595.00 |
| Senior digital portfolio manager | £895.00 | £695.00 |
| Head of portfolio | £995.00 | £795.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate product manager | £595.00 | £395.00 |
| Product manager | £895.00 | £695.00 |
| Senior product manager | £950.00 | £750.00 |
| Lead product manager | £995.00 | £795.00 |
| Head of product | £1,050.00 | £850.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Programme delivery manager | £1,050.00 | £850.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Service owner | £995.00 | £750.00 |
Software development roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Apprentice DevOps engineer | £450.00 | £250.00 |
| Junior DevOps engineer | £550.00 | £350.00 |
| DevOps engineer | £795.00 | £595.00 |
| Senior DevOps engineer | £895.00 | £695.00 |
| Senior DevOps engineer - management | £895.00 | £695.00 |
| Lead DevOps engineer | £950.00 | £750.00 |
| Lead DevOps engineer - management | £950.00 | £750.00 |
| Principal DevOps engineer | £1,050.00 | £850.00 |
| Principal DevOps engineer - management | £1,050.00 | £850.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Apprentice developer | £450.00 | £250.00 |
| Junior developer | £550.00 | £350.00 |
| Developer | £795.00 | £595.00 |
| Senior developer | £895.00 | £695.00 |
| Senior developer - management | £895.00 | £695.00 |
| Lead developer | £950.00 | £750.00 |
| Lead developer - management | £950.00 | £750.00 |
| Principal developer | £995.00 | £795.00 |
| Principal developer - management | £1,050.00 | £850.00 |
Non-mandatory Standards and certifications
- ISO/IEC 27001 certification
- Yes
- Who accredited the ISO/IEC 27001
- BSI
- ISO/IEC 27001 accreditation date
- Monday 4 March 2024
- What the ISO/IEC 27001 doesn’t cover
-
The ISO/IEC 27001 certification covers the information security management system supporting the delivery and management of our cloud support services.
It does not cover customer-owned or customer-managed cloud environments, systems, data, or configurations, nor end-user devices. Third-party services and platforms are excluded where they fall outside our direct operational control, except where managed through supplier assurance and risk management processes defined within our ISMS. - ISO 28000:2022 certification
- No
- ISO 9001 certification
- Yes
- Who accredited the ISO 9001 certification
- NQA
- ISO 9001 accreditation date
- Wednesday 30 December 2020
- What the ISO 9001 doesn’t cover
- Our ISO 9001:2015 certification covers the delivery of business and management services, including training, consulting, IT support, and technology services, as defined in the scope of the certification. The certification does not cover any services or activities outside of this scope, including non-service activities, products, or functions unrelated to training, consulting, IT support, or technology. It also does not cover information security, environmental management, health and safety, or financial management, which fall under separate standards and frameworks.
- Quality management systems (QMS)
- Yes
- CSA STAR certification
- No
- PCI certification
- No
- Cyber essentials
- Yes
- Please provide your Cyber Essentials Certificate Number
- 40033b98-366e-42e1-83b8-91550563e2ad
- Cyber essentials plus
- No
- Cyber Essentials Alternative
- None of the criteria
- 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
- 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 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 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
- 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
- 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 to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
- 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
- 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
- Understanding of issues relating to entering the contract workforce
- Creation of outreach activities to create a pipeline of employees for the future contract delivery
-
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
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 accountsuk@pinkelephant.co.uk.
Tell them what format you need. It will help if you say what assistive technology you use.