HYPER TALENT SOLUTIONS LTD

Auto Attendants and Call Queues Design

Hyper Talent Solutions provides auto attendants and call queues design services to improve customer contact experiences. We design greetings, menus, routing logic, overflow handling, and reporting. Outputs include documented call flows, configuration settings, testing evidence, and operational processes to maintain and update attendant and queue configurations.

Features

• Business requirements capture for call handling and routing.
• Menu structures and greetings scripts designed.
• Call queue routing logic and overflow handling configured.
• Business hours and holiday schedules implemented.
• Agent assignment and presence settings configured.
• Reporting and analytics configuration supported.
• Accessibility and language requirements considered.
• Testing scenarios and validation evidence produced.
• Documentation of call flows and configurations delivered.
• Operational runbooks for ongoing updates provided.

Benefits

• Improves caller experience and self-service.
• Reduces missed calls and abandonment rates.
• Improves routing efficiency to correct teams.
• Supports consistent customer service standards.
• Enables predictable call handling during peaks.
• Improves operational insight through reporting.
• Reduces manual call handling workload.
• Supports scalable contact centre-lite capabilities.
• Improves service continuity during staff changes.
• Enables easy updates through documented configurations.

• Education pricing available

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at hts.operations@hypertalentsolutions.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

389374505289239

Contact

Amri Nazeer
07772866727
hts.operations@hypertalentsolutions.com

About your service

• Service categories:

  IaaS

  IaaS Compute

  • Bare metal
  • Container and serverless engine compute
  • Arm-based instances
  • Other non-x86 instances

  Virtualised x86

  • General purpose
  • Compute optimised
  • Memory optimised

  Accelerated

  • GPUs
  • APUs

Service scope

• Service constraints: N/A
• System requirements:
  • A standard browser, either desktop or mobile
  • Connection to the internet
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Community cloud
  • Hybrid cloud

User support

• Email or online ticketing support: Yes
• Support response times: Response times are agreed as part of the consulting engagement and typically follow business hours, with initial responses usually provided within one to two business days. Weekend or out-of-hours responses are not guaranteed unless explicitly agreed in the contract.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AAA
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: Yes
• Support levels: HTS typical Incident & Service Management requests are as follows: 1. Priority One: Response time in 30 mins, resolution in under 2 hours 2. Priority Two: Response time in 30 mins, resolution in <8 hours 3. Priority three: Response time in 30 mins, resolution in <48 hours Service levels start with items being raised in the HTS Service Desk. Priority 1 and Priority 2 items are in relation to Service Hours. Priority 2 and 3 are in relation to Core Service Hours. HTS will provide an SLA to meet the above metrics to 95%.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We help users start quickly through a structured UC onboarding and adoption approach. First, we run discovery workshops to confirm user groups, calling and meeting requirements, security/compliance needs (OFFICIAL), and site readiness. We then provide an onboarding pack with user documentation, admin guides, standard configurations (policies, templates, naming), and “day-1” checklists covering identity, licensing, devices, network/QoS, and external access. Training is role-based: administrators (tenant settings, governance, reporting), service desk (triage scripts, known fixes), and end users (meetings, chat, calling, file sharing, and etiquette). Training can be delivered online (interactive sessions, recorded walkthroughs, FAQs) and onsite where required for room rollouts and high-touch user groups. We also run pilot groups, provide hypercare during rollout, and offer office hours and champions programmes to drive adoption. Finally, we supply runbooks, knowledge articles, and escalation paths for ongoing support.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
  • Other
• Other documentation formats: Kindle
• End-of-contract data extraction: At contract end, users extract their UC data using the platform’s native export tools and APIs, supported by HTS offboarding pack. Administrators can export configuration artefacts (policy settings, call queues, auto attendants, dial plans, room inventories) via admin centres, PowerShell/Graph (Teams), and vendor APIs (Zoom/Webex) where available. User content extraction is done through standard mechanisms: mailbox/voicemail and calendar data via Microsoft 365 tools, chat and channel content using eDiscovery/export where licensed, files via SharePoint/OneDrive exports, and call records/analytics via reporting exports. Call recordings are exported from the configured recording storage location (for example, compliant cloud storage) subject to retention and legal hold policies. Limitations: some vendor telemetry is time-bound by retention settings; certain audit logs are retained only for configured periods; and encrypted keys are not exportable if customer-managed HSM is used. After handover, we revoke our access (RBAC/PIM/admin roles) and securely delete any supplier-held artefacts per agreement.
• End-of-contract process: At contract end, HTS runs a controlled UC offboarding to ensure continuity and a secure exit. We agree an exit plan and dates, complete a final service review (open incidents, risks, SLAs, compliance), and produce a handover pack covering tenant configuration, call flows (AA/CQ/IVR), number inventories, room/device registers, monitoring dashboards, runbooks, and support contacts. We support data/config export using native admin tools and approved APIs, transition administration to customer teams or a replacement supplier, and then revoke all supplier access (admin roles, PIM/JIT, service accounts) with audit confirmation. We also confirm secure deletion of any supplier-held artefacts per agreed retention. Included in the contract price: standard exit planning, documentation/handover, access removal, reasonable knowledge-transfer sessions within contracted hours, and final reporting. Additional costs may apply for out-of-scope migrations (to another platform/tenant), complex eDiscovery exports, carrier porting outside scope, accelerated timelines, onsite-only transition beyond agreed days, new licences/tools, or extended hypercare/support after contract end.
• Documentation accessibility standard: WCAG 2.2 AAA

Using the service

• Web browser interface: Yes
• Using the web interface: Users access the UC service through secure admin and user web portals (for example, Teams/Zoom/Webex admin centres and approved service dashboards) using SSO with MFA and Conditional Access. Through the web interface, authorised users can onboard accounts, assign licences, configure permitted policies (meetings, messaging, calling within agreed scope), manage teams/channels, set up auto attendants and call queues, update business hours/holiday schedules, and view call quality, usage, and service health reports. Service owners can raise change requests, track incidents, and access runbooks and knowledge articles via the service portal. Users cannot bypass security guardrails (external access rules, retention/DLP, recording controls), alter core tenant baselines, modify PSTN/SBC connectivity, firewall/NAT rules, or grant themselves elevated privileges outside PIM/JIT workflows. Some changes (voice routing, number porting, compliance policies) require CAB approval and are applied by HTS engineers, not directly by users. Access is limited by RBAC role scope, separation of duties, and full audit logging.
• Web interface accessibility standard: WCAG 2.2 AAA
• Web interface accessibility testing: We’ve tested UC web interfaces (for example, Teams/Zoom/Webex admin centres and our service portal dashboards) with users who rely on assistive technologies as part of accessibility checks. Testing covered keyboard-only navigation, screen readers (such as NVDA/JAWS), browser zoom and high-contrast modes, and verification of focus order, form labels, error messages, and table/report readability for common tasks (licence assignment, policy review, call queue changes, incident logging, and report downloads). Findings are logged, prioritised, and addressed through portal configuration, content updates, and documented workarounds where vendor UI limits apply.
• API: Yes
• What users can and can't do using the API: Users can access UC capabilities through vendor APIs (for example Microsoft Graph and Teams/Teams PowerShell endpoints, Zoom APIs, and Webex APIs) using SSO-based OAuth, service principals, and scoped admin roles. Through the API, authorised users can automate onboarding (create/update users via identity source, assign licences, create teams/channels/spaces), apply approved policy settings (meeting policies, messaging settings within scope), provision call queues/auto attendants where supported, manage group membership, and pull service telemetry (usage, call quality, service health) for dashboards and reporting. Users can also submit change and incident requests via our service API/service desk integration where provided. Users cannot use APIs to bypass governance controls (external access rules, retention/DLP/recording policies), self-elevate privileges outside PIM/JIT workflows, or modify core tenant baselines, PSTN/SBC connectivity, carrier/porting configurations, or security/network prerequisites. Some vendor features have limited API coverage, are rate-limited, or require controlled CI/CD/CAB-approved change windows. All actions are restricted by RBAC scope and audit logged.
• API automation tools:
  • Ansible
  • Chef
  • OpenStack
  • SaltStack
  • Terraform
• API documentation: Yes
• API documentation formats:
  • HTML
  • ODF
  • PDF
• Command line interface: No

Scaling

• Independence of resources: We guarantee independence of resources through logical isolation, policy-based controls and capacity management built into the service. Each user or tenant is allocated defined compute, storage and network resources with enforced quotas and limits, preventing one tenant’s demand from impacting others. Workloads are isolated using secure multi-tenant architectures and software-defined controls. Continuous monitoring tracks utilisation and performance across tenants, and automated controls prevent resource contention. Capacity is proactively managed to maintain headroom, and service-level thresholds trigger scaling or corrective actions, ensuring consistent performance and availability for all users.
• Usage notifications: Yes
• Usage reporting:
  • API
  • Email
• Optimising consumption: Yes
• Automatic scaling: Yes

Analytics

• Infrastructure or application metrics: Yes
• Metrics types:
  • CPU
  • Disk
  • HTTP request and response status
  • Memory
  • Network
  • Number of active instances
• Reporting types:
  • API access
  • Real-time dashboards
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Developed Vetting (DV)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
  • Other locations
• 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: Less than once a year
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest:
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Physical access control, complying with another standard
  • 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:
  • EC2 instance storage
  • RDS databases
• Backup controls: Backup schedules are agreed during customer onboarding.
• 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:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Legacy SSL and TLS (under version 1.2)
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: We guarantee 99.95% availability and can include this within any SLA on request.
• Approach to resilience: Available on request.
• Outage reporting: There is an API available and email/SMS alerts too.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)
• Access restrictions in management interfaces and support channels: Management access for service support and delivery is done through multiple layers of controls including, but not limited to, multiple 2 factor authentication, bastion host and proxy control and segregation of duties. These controls are in scope for SSAE-18 auditing and evidences through the SOC 2/ISAE3402 report. Access to the management interface for the customer to configure their salesforce environment, is configured by the customer themselves. The options are outlined in the above response. Robust application design and testing ensures that users without administrative access rights cannot access more sensitive areas of the application.
• Access restriction testing frequency: Less than once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)
• Devices users manage the service through:
  • Dedicated device on a segregated network (providers own provision)
  • Dedicated device on a government network (for example PSN)
  • Dedicated device over multiple services or networks

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
  • Other
• Other security governance standards: Cyber Essentials GDPR
• Information security policies and processes: Adherence to Cyber Essentials guidelines

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: We use DevOps and DevSecOps process using GitLab as our version control and Pen testing through development
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We receive updates and risk alerts from our supplier security centres or use pen testing with custom software and respond to deploy patches within 48 hours or sooner if require.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We receive updates and risk alerts from our supplier security centres or use pen testing with custom software and respond to deploy patches within 48 hours or sooner if require
• Incident management type: Supplier-defined controls
• Incident management approach: We receive updates and risk alerts from our supplier security centres or use pen testing with custom software and respond to deploy patches within 48 hours or sooner if require. Incidents are then recorded, reviewed and integrated into future risk assessment and mitigation processes.
• Post-quantum cryptography secure: Yes

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: No

Energy efficiency

• Energy-efficient datacentres: Yes
• Description of energy efficient datacentres: Our datacentres operate in alignment with the EU Code of Conduct for Energy Efficient Data Centres, following recognised best practices to minimise energy consumption and environmental impact. Energy efficiency is embedded into datacentre design and operations, including high-efficiency power and cooling infrastructure, hot-aisle/cold-aisle containment, and optimised airflow management to reduce cooling demand. Power Usage Effectiveness (PUE) is actively monitored and continuously improved through capacity planning, equipment right-sizing, and regular energy performance reviews.; ; We prioritise the use of energy-efficient hardware, virtualisation, and workload consolidation to maximise utilisation and reduce waste. Intelligent monitoring systems track power, cooling, and environmental metrics, enabling proactive optimisation and fault detection. Where possible, renewable energy sources and low-carbon electricity tariffs are used to reduce emissions. Operational practices include regular maintenance, firmware optimisation, and lifecycle management to retire inefficient equipment. These measures ensure ongoing compliance with the EU Code of Conduct principles while supporting sustainable, resilient, and cost-effective service delivery for customers.

Pricing

• Discount for educational organisations: Yes
• Free trial available: No

Discount

• Provide your minimum discount applicable to your baseline prices: 0.5%

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
  • Private 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

  Baseline pricing is based on publicly available cloud provider price catalogues combined with Hyper Talent Solutions’ service management rates for support, governance, security, and optimisation services. Baseline pricing reflects consumption-based charges for compute, storage, networking, managed PaaS services, and associated operational services.

  Baseline Pricing - Web link

  https://azure.microsoft.com/en-gb/pricing/

  -

  Minimum Discounting

  0.5%

  +

  Onboarding Activity

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

  +

  Additional sources of cost

  Additional costs may arise from factors such as increased consumption volumes, enhanced security or compliance requirements, higher availability architectures, data egress charges, specialist skills requirements, service management overheads, energy price fluctuations, or currency exchange rate movements applied by hyperscale providers.

  -

  Additional sources of cost reduction

  Cost reductions may include commitment-based discounts (e.g. reserved capacity or savings plans), public-sector or framework discounts, volume-based pricing efficiencies, service rationalisation, automated scaling, rightsizing, and optimisation initiatives delivered through FinOps and continuous service improvement.

  ---

  Private 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

  Baseline pricing for Private Cloud services is defined within the G-Cloud Service Lines, covering dedicated infrastructure, virtualisation platforms, storage, networking, security controls, and managed platform services. Pricing is typically structured as fixed or capacity-based charges over the contract term.

  -

  Minimum Discounting

  0.5%

  +

  Onboarding Activity

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

  +

  Additional sources of cost

  Additional costs may include bespoke architecture requirements, dedicated hardware capacity, higher resilience tiers, data centre location costs, specialist security controls, increased management overheads, or changes in energy and supplier input costs.

  -

  Additional sources of cost reduction

  Cost reductions may include longer-term contract commitments, shared services efficiencies, platform standardisation, consolidation of workloads, reduced management overhead through automation, and sector-specific or volume-based discounts.

  ---

• Total Cost: The Total Cost for a buyer's call off requirement in a Public Cloud Deployment
• Baseline Pricing: Baseline pricing is based on publicly available cloud provider price catalogues combined with Hyper Talent Solutions’ service management rates for support, governance, security, and optimisation services. Baseline pricing reflects consumption-based charges for compute, storage, networking, managed PaaS services, and associated operational services.
• Baseline Pricing - Web link: https://azure.microsoft.com/en-gb/pricing/
• Minimum Discounting: 0.5%
• Onboarding Activity: Onboarding costs may vary based on your specific requirements, please confirm with suppliers during the clarification process
• Additional sources of cost: Additional costs may arise from factors such as increased consumption volumes, enhanced security or compliance requirements, higher availability architectures, data egress charges, specialist skills requirements, service management overheads, energy price fluctuations, or currency exchange rate movements applied by hyperscale providers.
• Additional sources of cost reduction: Cost reductions may include commitment-based discounts (e.g. reserved capacity or savings plans), public-sector or framework discounts, volume-based pricing efficiencies, service rationalisation, automated scaling, rightsizing, and optimisation initiatives delivered through FinOps and continuous service improvement.
• Total Cost: The Total Cost for a buyer's call off requirement in a Private Cloud Deployment
• Baseline Pricing: Baseline pricing for Private Cloud services is defined within the G-Cloud Service Lines, covering dedicated infrastructure, virtualisation platforms, storage, networking, security controls, and managed platform services. Pricing is typically structured as fixed or capacity-based charges over the contract term.
• Minimum Discounting: 0.5%
• Onboarding Activity: Onboarding costs may vary based on your specific requirements, please confirm with suppliers during the clarification process
• Additional sources of cost: Additional costs may include bespoke architecture requirements, dedicated hardware capacity, higher resilience tiers, data centre location costs, specialist security controls, increased management overheads, or changes in energy and supplier input costs.
• Additional sources of cost reduction: Cost reductions may include longer-term contract commitments, shared services efficiencies, platform standardisation, consolidation of workloads, reduced management overhead through automation, and sector-specific or volume-based discounts.

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

  Sole Control of the Infrastructure

  ISO 9001 certification

  Provided

  ISO 14001 certification

  Provided

  ISO 27001 certification

  Provided

  ISO 20000-1 certification

  Provided

  ISO 27017 certification

  Provided

  Are you bidding to provide services under Lot 1b or both Lot 1a and Lot 1b?

  Yes

  ISO 27018 certification

  Provided

Cyber Essentials

• Do you have a Cyber Essentials Plus certificate?: No
• Alternative: In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies, by the date of framework award.

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: Yes
• Any other security certifications: Cyber Essential Plus

Social value

• Section B - Commitment for Future: Delivery:

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Ensuring new workers are informed of their right to join a trade union
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
    • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
    • Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
    • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
    • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Volunteering opportunities for staff
    • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
    • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
    • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
    • How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
    • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering

  • 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

    • 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
    • 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
    • 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)
    • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
    • 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
    • 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
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery
    • Content of the outreach activity is designed to suit the target cohort
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort

  • Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.

    Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.

    • Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
    • Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
    • Actions to invest in the physical and mental health and wellbeing of the contract workforce

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at hts.operations@hypertalentsolutions.com. Tell them what format you need. It will help if you say what assistive technology you use.