IBM UNITED KINGDOM LIMITED

IBM - Enterprise Application Service for Java SaaS

EASeJ is a fully-managed, single-tenant application delivery Cloud Service. It includes build and deploy pipelines and a managed runtime that dynamically scales based on workload demand. EASeJ includes entitlement to Application Modernization Accelerator and Mono2Micro tools helping to simplify and modernise existing enterprise applications to the Cloud and microservices.

Features

• Fully-managed application delivery experience and support for modern practices
• Pre-configured and managed build and deploy pipelines
• includes state-of-the-art Application Modernization Accelerator (AMA) tools
• Visualisation of on-prem Java applications to aid modernization
• Reduced onpremise management and maintenance overhead
• Provides everything needed to build, test, deploy and run applications

Benefits

• Offers a cloud-managed environment with built-in High Availability
• Dynamically scale based on workload demand
• 99.95% availability Service-Level Agreement.
• Evaluate your Java estate and uncover modernisation opportunities
• Help reduce manual work and accelerates time to market
• Reduce the time needed to plan migration by over 90%

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 ukcat@uk.ibm.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

400059706422691

Contact

Anne-Marie Wheeler
0207 202 3000
ukcat@uk.ibm.com

About your service

• Service categories:

  PaaS

  Application Platforms

  • Deployment-centric application platforms

Service scope

• Service constraints: N/A
• System requirements: No additional requirements above a service subscription
• Cloud deployment model: Public cloud

User support

• Email or online ticketing support: Yes
• Support response times: For the above listed plans, 24 x 7 x 365 support case management will only be provided for Severity 1 cases from Clients with Premium or Advanced support tiers. For Severity 2, Severity 3, and Severity 4 cases, Client will receive updates during weekdays 24 x 5 x 365 and may experience delays in responses after Friday 8:00 PM ET, to Sunday 8:00 PM ET
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: EN 301 549
• Phone support: No
• Web chat support: No
• Onsite support: No
• Support levels: The response time objectives for the above listed plans: (1) For Premium Support (a) Severity 1 cases, the response time objective is 15 minutes (24 x 7 x 365) (b) Severity 2 cases, the response time objective is 1 hour (24 x 5 x 365)* (c) Severity 3 cases, the response time objective is 2 hours (24 x 5 x 365)* (d) Severity 4 cases, the response time objective is 4 hours (24 x 5 x 365)* (2) For Advanced Support (a) Severity 1 cases, the response time objective is 1 hour (24 x 7 x 365) (b) Severity 2 cases, the response time objective is 2 hours (24 x 5 x 365)* (c) Severity 3 cases, the response time objective is 4 hours (24 x 5 x 365)* (d) Severity 4 cases, the response time objective is 8 hours (24 x 5 x 365)* (3) For Basic Support (a) Only Severity 4 cases can be opened and there is no response time objective provided. *24 x 5 x 365 is defined as Sunday 8:00 PM ET (Eastern Time zone in the US) to Friday 8:00 PM ET. No coverage between Friday 8:00 PM ET, to Sunday 8:00 PM ET.
• Support available to third parties: No

Onboarding and offboarding

• Getting started: Work with Sales representative. At an additional cost, IBM provide implementation services to configure the software for the client. Additionally, IBM can also provides training. IBM’s standard practice is to provide training for nominated System Administrators and General Users during and post implementation.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: User have the ability to download the data through the UI upon the contract expiry.
• End-of-contract process: An email notification is sent at 3 months, 2 months, 1 month, 14 days, 7 days, and 1 day before expiration of the subscription.
• Documentation accessibility standard: EN 301 549

Using the service

• Web browser interface: Yes
• Using the web interface: EASeJ is a browser-based Software as a Service (SaaS) solution. The platform is accessed using web browsers over the Internet. It allows users to connect to Github pipelines, run enterprise applications using the inbuilt Liberty Runtime
• Web interface accessibility standard: EN 301 549
• Web interface accessibility testing: IBM uses industry leading accessibility verification test procedures to determine the Conformance Levels as reported in this Accessibility Conformance Report. IBM's accessibility evaluation practices were established in 1999 and continue to drive test procedures, software test tools, and harmonize the accessibility standards. IBM's comprehensive approach includes any or all of the following: Accessibility training for personnel to assess the conformance levels Automated testing tools, manual testing and inspection, and testing with assistive technologies. Continually improved procedures that are harmonized with standards including World Wide Web Consortium, and informed by industry practices including the Department of Homeland Security Trusted Tester Program
• API: No
• Command line interface: No

Scaling

• Independence of resources: Each customer subscription has its own dedicated worker pool to run applications.
• Usage notifications: Yes
• Usage reporting: Email
• Optimising consumption: Yes
• Automatic scaling: Yes

Analytics

• Infrastructure or application metrics: Yes
• Metrics types:
  • CPU
  • HTTP request and response status
  • Memory
  • Other
• Other metrics:
  • JVM (Java Virtual Machine)
  • Fault Tolerance
  • Request Timing
• Reporting types: Real-time dashboards
• Resource tagging: Yes
• FOCUS resource tagging: No

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: Other locations
• User control over data storage and processing locations: No
• 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 CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Scale, obfuscating techniques, or data storage sharding
• 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:
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase

Backup and recovery

• What’s backed up:
  • Subscription information
  • Service instance configuration
  • Build logs
  • Application images
  • Deployment logs
• Backup controls: The service is backed up and restored on behalf of the user without their intervention. All data required to recover the service instance is periodically backed up based on the service RPO (Recovery Point Objective).; ; The customer is responsible for backup and recover of their application data (e.g. any databases or state used by their applications).; ; See https://www.ibm.com/docs/en/ease?topic=reference-understanding-your-responsibilities
• Datacentre setup: Multiple datacentres with disaster recovery
• Scheduling backups: Supplier controls the whole backup schedule
• 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)
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: Availability Credit (% of monthly fee) Less than 99.95% - 2% Less than 99.0% - 5% Less than 95.0% - 10%
• Approach to resilience: Available on request
• Outage reporting: Email notification of planned outages.

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)
  • Username or password
• Access restrictions in management interfaces and support channels: RBAC enabled by default.
• Access restriction testing frequency: At least 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)
  • Username or password
• Devices users manage the service through: Dedicated device on a segregated network (providers own provision)

Audit information for users

• Access to user activity audit information: No audit information available
• Access to supplier activity audit information: No audit information available
• How long system logs are stored for: Between 1 month and 6 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: IBM has an Information Technology (IT) Security policy that establishes the requirements for the protection of IBM's worldwide IT systems and the information assets they contain, including networks and computing devices such as servers, workstations, host computers, application programs, web services, and telephone systems within the IBM infrastructure. IBM’s IT Security policy is supplemented by standards and guidelines, such as the Security Standards for IBM's Infrastructure, the Security and Use Standards for IBM Employees and the Security Guidelines for Outsourced Business Services. Such are reviewed by a cross-company team led by the IT Risk organization every six months. IBM has a dedicated Vice President of IT Security who leads a team responsible for IBM's own enterprise data security standards and practices. Responsibility and accountability for executing internal security programs is established through formal documented policies. IBM Services teams also have dedicated executives and teams who are responsible for information and physical security in the delivery of our client services

Operational security

• Configuration and change management standard: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Configuration and change management approach: BM maintains policies and procedures to manage risks associated with the application of changes to its Cloud Services. Prior to implementation, all changes to a Cloud Service, including its systems, networks and underlying components, will be documented in a registered change request that includes a description and reason for the change, implementation details and schedule, a risk statement addressing impact to the Cloud Service and its clients, expected outcome, rollback plan, and documented approval by IBM management or its authorized delegate.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: IBM maintains and follows policies requiring administrative access and activity in its Cloud Services’ computing environments to be logged and monitored, and the logs to be archived and retained in compliance with IBM’s worldwide records management plan. IBM monitors privileged account use and maintain security information and event management policies and measures designed to a) identify unauthorized administrative access and activity, b) facilitate a timely and appropriate response, and c) enable internal and independent third party audits of compliance with such policies. IBM systematically monitors the health and availability of production Cloud Service systems and infrastructure at all times.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: IBM maintains and follows policies requiring administrative access and activity in its Cloud Services’ computing environments to be logged and monitored, and the logs to be archived and retained in compliance with IBM’s worldwide records management plan. IBM monitors privileged account use and maintain security information and event management policies and measures designed to a) identify unauthorized administrative access and activity, b) facilitate a timely and appropriate response, and c) enable internal and independent third party audits of compliance with such policies. IBM systematically monitors the health and availability of production Cloud Service systems and infrastructure at all times.
• Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
• Incident management approach: IBM maintains and follows incident response policies aligned with NIST guidelines for computer security incident handling, will comply with data breach notification requirements under applicable law. - investigates incidents, including unauthorised access, use of content or the Cloud Service, of which IBM becomes aware, and, if warranted, define and execute an appropriate response plan. - promptly notifies Client upon determining that a security incident known or reasonably suspected by IBM to affect Client has occurred. - provides Client with reasonably requested information about such security incident and status of applicable remediation and restoration activities performed or directed by IBM.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Conforms to a recognised standard, but self-assessed

Separation between users

• Virtualisation technology used to keep applications and users sharing the same infrastructure apart: Yes
• Who implements virtualisation: Supplier
• Virtualisation technologies used: Other
• Other virtualisation technology used: CNCF (Cloud Native Computing Foundation) compatible containers
• How shared infrastructure is kept separate: The applications of each customer of EASeJ are run on a dedicated worker pool (one pool per customer). Containerization isolates applications, and Kubernetes namespaces and network rules are used to isolate workloads from each other.

Energy efficiency

• Energy-efficient datacentres: Yes
• Description of energy efficient datacentres: IBM datacentres and the EU Code of Conduct for Energy‑Efficient Datacentres Power‑usage effectiveness (PUE) & reporting – Every IBM‑owned site is continuously measured for PUE and must stay ≤ 1.30, the ceiling set by the EU Code. Real‑time PUE data are captured in IBM’s Environmental Dashboard and quarterly compliance reports are made available to customers for audit‑ready evidence. Renewable‑energy sourcing & ultra‑efficient hardware – IBM purchases 100 % renewable electricity for its hyperscale facilities. The core compute platform for many workloads (z16 and LinuxONE 4) uses the Telum processor, delivering up to 41 × lower power per AI‑inferencing operation and a 75 % reduction in overall system power versus comparable x86 clusters. This hardware‑level efficiency directly lowers the datacentre’s carbon intensity, satisfying the Code’s “energy‑efficient equipment” requirement. Operational optimisation – Automated workload consolidation (e.g., multiple MQ or Event‑Automation instances on a single LinuxONE frame) cuts floor‑space and cooling demand by ~50 %. IBM’s Instana‑driven monitoring continuously tunes cooling set‑points and flags under‑utilised resources for de‑provisioning, ensuring the facility operates at peak efficiency throughout the day.

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

  • 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

  see link below

  Baseline Pricing - Web link

  https://cloud.ibm.com/catalog/services/partner-with-technology-expert-labs

  -

  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

  new account, additional features, special security considerations

  -

  Additional sources of cost reduction

  where we have an existing IBM Cloud account, where we have worked before, large scale can reduce unit costs

  ---

  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

  see link below.https://cloud.ibm.com/catalog/services/partner-with-technology-expert-labs; ; please contact IBM for more details

  -

  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

  new account, additional features, special security considerations

  -

  Additional sources of cost reduction

  where we have an existing IBM Cloud account, where we have worked before, large scale can reduce unit costs

  ---

• Total Cost: The Total Cost for a buyer's call off requirement in a Public Cloud Deployment
• Baseline Pricing: see link below
• Baseline Pricing - Web link: https://cloud.ibm.com/catalog/services/partner-with-technology-expert-labs
• 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: new account, additional features, special security considerations
• Additional sources of cost reduction: where we have an existing IBM Cloud account, where we have worked before, large scale can reduce unit costs
• Total Cost: The Total Cost for a buyer's call off requirement in a Private Cloud Deployment
• Baseline Pricing: see link below.https://cloud.ibm.com/catalog/services/partner-with-technology-expert-labs; ; please contact IBM for more details
• 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: new account, additional features, special security considerations
• Additional sources of cost reduction: where we have an existing IBM Cloud account, where we have worked before, large scale can reduce unit costs

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?: Yes
• Cyber Essentials Plus certificate Number: B44f7e8e-3a9e-4634-a3f0-72c81ffc4450

Non-mandatory Standards and certifications

• ISO 28000:2022 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: Yes
• CSA STAR accreditation date: Monday 16 October 2017
• CSA STAR certification level: Level 1: CSA STAR Self-Assessment
• What the CSA STAR doesn’t cover: N/a
• PCI certification: Yes
• Who accredited the PCI DSS certification: Schellman Compliance, LLC
• PCI DSS accreditation date: Friday 31 October 2025
• What the PCI DSS doesn’t cover: N/A
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

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

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

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

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

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

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
    • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract

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

    Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
    • 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 employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
    • Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
    • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
    • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
    • Introducing transparency to pay and reward processes
    • Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
    • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
    • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.

    • Understanding of the issues affecting the development of new skills by target cohort
    • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
    • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery
    • Content of the outreach activity is designed to suit the target cohort
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort

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

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

    • Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
    • Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
    • Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
    • Actions to invest in the physical and mental health and wellbeing of the contract workforce

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

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