ACCENTURE (UK) LIMITED

Accenture SAP Sales Cloud

The SAP Sales Cloud portfolio automates the lead-to-cash cycle. The quote and proposal process allows users to configure complex quotes in minutes. Contract lifecycle management takes a contract through to completion with the least amount of friction. Sales performance management helps ensure territories and quotas are in sync.

Features

• Account management
• Lead, Opportunity, Quote, Contract and Order Management
• In-context social collaboration, social selling, social customer service, social monitoring
• Sales Performance intelligence, Forecasting, Commissions, Learning Platform, CPQ, Machine Learning
• Real-time actionable analytics covering the whole solution
• Integration; ERP, MS Outlook, MS Excel, Anaytics Cloud, Open API's
• Opportunity management and insight
• Sales retail execution and sales performance management
• Inbuilt Machine Learning, Account Deal and Lead Intelligence

Benefits

• Cloud deployment
• Unified view of customers
• Optimised mobile selling experience
• AI-driven insights, recommendations, and analytics
• Embedded generative AI highlights and summarization

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 UK.TenderMonitoring@accenture.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

541723556417154

Contact

John Swanston
+44 7827898900
UK.TenderMonitoring@accenture.com

About your service

• Service categories:

  Applications

  Enterprise resource management

  • Enterprise performance management
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: Weekly maintenance is Sunday 2:00 a.m. to Sunday 6:00 a.m. local time; Hotfix collection is Biweekly, Sunday 2:00 a.m. to Sunday 6:00 a.m. local time; Quarterly upgrades are up to four times a year from Saturday 3:00 a.m. to Sunday 3:00 a.m. local time. SAP will provide advance information to customer about the planned upgrade scheduling.
• System requirements:
  • Processor: Intel Core2Duo (2.4GHz 1066megahertz front-side bus) or better
  • Memory: 6 gigabytes (GB), or more
  • Network: minimum upstream bandwidth: 2 mbps
  • Network: minimum downstream bandwidth: 2 mbps
  • Network: latency: 200ms or better
  • Best displayed at a screen resolution of 1280 x 768

User support

• Email or online ticketing support: Yes
• Support response times: 24x7 Mission Critical Support for P1 and P2; issues (English only); ; Non Mission Critical Support for P3 and P4; issues during business hours (English only); Monday to Friday 8 am; to 6 pm (Local Time Zone),; excluding local holidays
• 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: ServiceNow products are tested with the following assistive technologies: JAWS, NVDA and VoiceOver. Further, Accenture can develop and deploy chatbots powered by Artificial Intelligence (AI) that can provide online web chat support (requirements dependant) at an additional cost. Accenture also utilise Microsoft Teams which can be another means of support but is reliant upon the customer also using a Microsoft Teams solution.
• Onsite support: Yes, at extra cost
• Support levels: Accenture provides support for all SAP products for both technical and functional support. Our support model is time based with time called off in 30 minute increments against an agreed number of days with each day being 7.5 hours. All of our UK based support consultants are senior level with an average of 16 years’ experience across the teams and so we have one charging rate for all consultants as well as a management fee depending on the size and scale of the required model - such as if additional services are request like out of hours support or system monitoring. A named account director and named service delivery manager are assigned to all of our support accounts. Both these individuals perform roadmap planning, and monthly reviews with each of our customers whilst also ensure SLA compliance.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: SAP Sales Cloud is a self-documenting solution with extensive in-built help, community forums, blogs, wiki entries, SAP YouTube channel for guidance videos, as well as online user guides and administrator guides. Dedicated learning channels https://enable.cx.sap.com/; ; A typical implementation will not require additional user documentation, but will include on-site "train the trainer" sessions to key users who coordinate and delivery training to the user base. However, at customer request training can be provided to end users and additional documentation can be provided.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
  • Other
• Other documentation formats: Inbuilt context driven help
• End-of-contract data extraction: Data held within SAP Sales Cloud may be exported by:; * Mass Data Maintenance functionality; * Open APIs that are standards-based Web Services; * iFlow integration scenarios for standard integration via solutions SAP Process Integration or SAP Cloud Platform; * Reporting, dashboards and analytics; * Excel from all results lists, where permissions allow this,
• End-of-contract process: As a SaaS based offering SAP Marketing Cloud provides full technical support and maintenance of the systems within their data centres. This includes all upgrades (performed on a quarterly cycle), bug fixes etc. An exit plan will be determined on a case by case basis, with steps and charges discussed and mutually agreed
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Both mobile devices and desktop computers can access the service via the SAP Sales Cloud application or via a web browser. SAP's latest user interface, the Fiori UI (formerly known as the Responsive UI) dynamically adapts to the screen format and resolution of the device being used to adjust the layout appropriately.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Fully open ODATA Api V2: https://help.sap.com/doc/d0f9ba822c08405da7d88174b304df84/LATEST/en-US/index.html
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: N/A
• API: Yes
• What users can and can't do using the API: Odata v2 reference guide: https://help.sap.com/doc/d0f9ba822c08405da7d88174b304df84/LATEST/en-US/index.html; ; SAP currently provides 168 Web Service APIs to enable the standard integration of on-premise, cloud-based, and third-party solutions with SAP Sales Cloud. These services are listed at the following URL along with all associated documentation, and are too numerous to list here - http://help-legacy.sap.com/saphelp_sapcloudforcustomer/en/PUBLISHING/IntegrationServices.html. Sandbox testing is via the customer's test tenant provision, included as standard in the customer agreement with SAP.
• API documentation: Yes
• API documentation formats:
  • HTML
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: User interface can be corporately branded by an administrator.; Role-based authorisations determine the screen layouts, views and access for each user, as defined by an administrator.; Fields, screens, components and objects can be extended (standard)and created (bespoke) by a developer using the software development kit (SDK) based on Visual Studio shell.; New fields can be created, existing fields can be relabelled and hidden by an administrator or authorised key user.; Administrators and/or key user can create data sources, reports, report views and selections based on standard and bespoke business objects.; An administrator or a developer can create and amend PDF output documents using a plug-in for Adobe LiveCycle Designer.; User interface can be personalised by end users, such as resizing and reordering results columns, saving search queries and setting these as the default query for a particular view.; End users may add additional fields to results lists and so on through personalisation, where the fields have been made available by an administrator

Scaling

• Independence of resources: Combined with virtualisation, decoupling hardware from the operating system and applications, multi-tenancy occurs when many customers are served on one instance. Virtual machines (VMs) share the hardware environment, and one system can accommodate more than 100 tenants. Using adaptive computing, virtual machines are not shut down to be rescaled or updated, and changes can be made while they are running applications, with minimal downtimes. To enable this, a new VM is prepared and the application is simply “moved” to the new VM. Moving and rescaling VMs dynamically enables resource independence from the demands of other customers using the same service.

Analytics

• Service usage metrics: Yes
• Metrics types: Service usage metrics are as follows:; User Subscriptions: Current month and last 6 months; User Interactions by Day; User Interactions by Hour; User Login by IP Address and Performance; Usage by Screen; Screen Usage Trend; Screen Adoption By User; User Logon Activity; API Usage Statistics; SOAP API Usage Statistics; OData API Usage Statistics; System Availability: Average Availability by month; System Availability: Downtime Details (instances)
• Reporting types:
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

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

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Developed Vetting (DV)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: European Economic Area (EEA)
• User control over data storage and processing locations: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least every 6 months
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest:
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Encryption of all physical media
  • 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: Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Data export in Marketing is primarily achieved by exporting target group members to CSV file for use in 3rd party / external campaign execution. This can be achieved from within the target group itself or from within campaign management as an action.; ; Within segmentation it is also possible to export entities by selecting the data type for preview and using the "export to CSV" feature.; ; Finally, data can be transferred to other systems through integration as part of standard marketing activity e.g. creating leads in SAP Cloud for Customer as part of a campaign.
• Data export formats: CSV
• Data import formats: CSV

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Other
• Other protection between networks: All SAP Cloud systems are configured to use secure communication in accordance with the protection requirement of the transmitted uses at least 128-bit symmetric key or 2,048-bit asymmetric key, as well as strong and internationally recognized algorithms.
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Legacy SSL and TLS (under version 1.2)

Availability and resilience

• Guaranteed availability: System availability SLA is 99.5% system availability during each calendar month for production versions.; ; Credits are 2% of Monthly Subscription Fees for each 1% below 99.5% System Availability, not to exceed 100% of Monthly Subscription Fees
• Approach to resilience: SAP data centres have the following features to ensure continuity of service:; * Redundant additional power network in case of power outage; * Backup batteries and generators; * Redundant additional coolant systems in case of coolant system failure; * Redundant additional internet connection to guarantee connectivity; * Data stored in backup location to save-guard against natural disasters and malicious attacks
• Outage reporting: Where here is a service outage, all affected customers will receive email updates from SAP to their nominated IT representative for each of their affected systems. Details included are the system affected, the date/time of the incident start and when it was resolved, a description of the original issue, details of the root cause, problem resolution and corrective action being taken to prevent repeat occurrences.; ; A public dashboard is also available at https://wiki.hybris.com/display/c4crelease/Service+Availability which shows the current status of the SAP data centres specifically for Hybris Cloud (Germany, USA, Australia, China) along with service statuses for print, email, network and general availability services. A data centre specific history of recent issues is also displayed.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Username or password
  • Other
• Other user authentication: Single Sign-on (SSO)
• Access restrictions in management interfaces and support channels: Access is restricted using assigned business roles and marketing organisational data.; ; Restrictions are contextual (e.g. users can see data relating to them, their team, their territory; managers can see data relating to their team members).; ; Restrictions can be applied for read access, write access, and value help, by marketing engagement and segmentation, team, content types, country and marketing area.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password

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: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards:
  • CSA CSM version 4.0
  • Other
• Other security governance standards: ISO 27002; SSAE16; SSAE 16 SOC 2; BS 10012; ISAE3402
• Information security policies and processes: Accenture aligns the security for the Hybrid Cloud Service to the global policies of the organisation. Included within those policies are specific guidelines for identifying, reporting, and tracking security related tasks. This is then reviewed by an internal audit and compliance team, and audited by a third party annually.
• Software Security Code of Practice: Yes

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: We align our change management processes to the customer's requirements, however, for internal changes we have a Change advisory Board to review all change requests and approval is only given from the CAB to proceed with any change.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: We have an Annual Vulnerability check and based on the findings from that check we create tasks to eliminate any found vulnerabilities.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: SAP has Security Information and Event Management systems (SIEM) for analysis, reporting and alerting. All critical systems and infrastructure components within the SAP Cloud need to log relevant data, which is stored for a minimum of six (6) months. This is ensured via the security configuration compliance checks and event monitoring. General security monitoring is performed 24x7 for all activities. Resulting warnings and alerts are processed via ticketing system and critical events are handled according to the incident management process
• 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: All security incidents are submitted to formal event reporting and SAP follows escalation procedures based upon nature and scope of an incident. SAP leverages security incident management processes to enable the restore of service operation as fast as possible, to minimize the adverse impact on business operations, quickly controlling vulnerabilities. Security incidents are monitored and tracked in cooperation with defined communication channels until resolved. A Breach is a confirmed security incident in which sensitive, protected, personally identifiable information (PII) or confidential data is: exposed, transmitted, copied, viewed, stolen or used by an individual or a group unauthorized to do so.
• Post-quantum cryptography secure: Yes

Secure development

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

Public sector networks

• Connection to public sector networks: No

Pricing

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

Discount percentage by annual call-off contract value (excluding VAT)

• Less than £250,000: 0%
• Between £250,000 and £500,000: 0%
• Between £500,001 and £1,000,000: 0%
• Between £1,000,001 and £2,500,000: 0%
• Between £2,500,001 and £5,000,000: 0%
• Over £5,000,001: 0%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: BSI
• ISO/IEC 27001 accreditation date: Wednesday 16 April 2025
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: BSI
• ISO 9001 accreditation date: Friday 29 September 2023
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• CSA STAR certification: Yes
• CSA STAR accreditation date: Thursday 24 April 2025
• CSA STAR certification level: Level 2: CSA STAR Attestation
• What the CSA STAR doesn’t cover: N/A
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: F79f88e7-a910-4989-9781-a20943ad388b
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 3df155b7-a6c9-4733-a8a6-02e57709f3b6
• 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
    • Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • Plans for positive actions with community groups.
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives
    • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
    • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events

  • Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero

    Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.

    • Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
    • Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it

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

    Policy Outcome 6: Employment and training: For those who face barriers to employment

    • Understanding of 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 UK.TenderMonitoring@accenture.com. Tell them what format you need. It will help if you say what assistive technology you use.