HIGH POINT SOLUTIONS LIMITED

Nutanix - Cloud Platform (NCP)

The Nutanix Cloud Platform (NCP) is a unified, software-defined solution that merges compute, storage, networking, and virtualisation. It provides a consistent operating model across private, hybrid, and public clouds, simplifying workload migration and management. NCP enhances agility, ensures high availability, and reduces complexity through automated operations and seamless scalability. HPSUK

Features

• Unified Management: One console for on-premises and cloud clusters.
• Native Networking: Direct integration with cloud provider networking stacks.
• License Portability: Transfer existing software licenses to cloud nodes.
• Elastic Scaling: Rapidly spin up bare metal nodes in minutes.
• Zero Refactoring: Run workloads in cloud without changing any code.
• Maximum Performance: Native hardware access avoids "noisy neighbor" performance loss.
• Global Reach: Deploy clusters in any supported cloud region worldwide.
• Security Consistency: Extend micro-segmentation policies across your hybrid cloud.
• Automated Deployment: Streamlined setup of cloud-resident Nutanix clusters.
• App Mobility: Move VMs between environments without IP changes.

Benefits

• Reduced Risk: Eliminates application rework and complex refactoring efforts.
• Cost Savings: Minimize expenses by using on-demand cloud capacity.
• Skill Preservation: Use existing Nutanix expertise for cloud management.
• Fast ROI: Quicker cloud adoption accelerates business value.
• Operational Simplicity: Manage hybrid clouds as a single unified system.
• Disaster Recovery: Reliable, simple cloud-based backup and failover solutions.
• Data Sovereignty: Precise control over where data resides and moves.
• Predictable Budgeting: Clear visibility into cloud resource consumption and costs.
• Optimized Performance: Dedicated hardware ensures high speed for heavy workloads.
• Infrastructure Modernization: Modernize IT without abandoning stable legacy applications.

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 oliver@highpoint.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

542482745271935

Contact

Oliver Jones
+441895262354
oliver@highpoint.com

About your service

• Service categories:

  Systems Infrastructure Software

  Cloud Financial Management

  • Cloud Financial Management (FinOps)
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: Public Clouds: Seamlessly extends to AWS, Microsoft Azure, and Google Cloud via Nutanix Cloud Clusters (NC2).; ; Virtualization: Supports and manages VMware vSphere and Microsoft Hyper-V alongside native AHV.; ; Backup: Integrates with Veeam, HYCU, Commvault, and Veritas for unified data protection.
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Community cloud
  • Hybrid cloud
• Service constraints: See Nutanix website for details - https://www.nutanix.com
• System requirements:
  • Minimum three industry-standard x86 or ARM nodes for production.
  • Processor: Intel CPUs with VT-x or AMD-V virtualization support enabled.
  • Memory: Minimum 16GB RAM per node
  • Storage Tiering: Requires mixed SSD/NVMe (hot) and HDD (cold)
  • Software Licenses: Valid subscription for NCI

User support

• Email or online ticketing support: Yes
• Support response times: P1 (Emergency): Within 1 hour (30 minutes for Mission Critical).; ; P2 (Critical): Within 4 hours (2 hours for Mission Critical).; ; P3 (Normal): Within 8 hours or next business day.; ; P4 (Low): Within two business days.; ; Weekend Support: For P1 and P2 issues, support is available 24/7/365 via phone and ticketing. For lower-priority questions (P3/P4) under standard Production Support, response times are based on Business Days (Monday–Friday).
• 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: N/A
• Onsite support: Yes, at extra cost
• Support levels: Nutanix offers Production (24/7 for P1) and Mission Critical (30-minute P1 response) tiers. Costs are typically 20–25% of license fees. All levels include Support Engineers; Technical Account Managers (TAM) and Designated Support Engineers (DSE) are available as premium add-ons for proactive strategy and tailored technical oversight.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: Documentation: Comprehensive technical guides via the Nutanix Support Portal.; ; Online Training: Self-paced "Nutanix University" courses and virtual instructor-led sessions.; ; Onsite Support: Expert-led "Bootcamps" and professional service engagements for cluster deployment.; ; Migration Tools: Free access to Nutanix Move for automated workload onboarding.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: Buyers can extract data using Nutanix Move for automated VM migration or by manually exporting virtual disks in standard formats like OVA/QCOW2. For object or file data, users can employ standard protocols (NFS/SMB/S3) or APIs. Upon termination, Nutanix provides tools to ensure secure data portability to alternative platforms.
• End-of-contract process: Software Licenses: Core NCI/NCM software (AOS/AHV). Professional Services: Design, installation, and migration.; Standard Support: 24/7 technical help (Production tier). Premium Support: Designated Engineers (DSE) or TAMs.; Maintenance: Security patches and software upgrades. SaaS Add-ons: Cost Governance or Security Central.; Management: Prism Element/Central interface access. Hardware: Physical nodes or public cloud infrastructure.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The desktop interface provides full administrative capabilities, including deep configuration and large-scale migrations. The mobile experience, accessed via responsive web browsers, focuses on read-only monitoring, alert management, and basic troubleshooting. Mobile users may face limitations with complex graphical mapping, bulk data uploads, and advanced networking configurations due to screen size.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: The Nutanix Cloud Platform features Prism, a comprehensive, distributed management interface. It is provided in two forms: Prism Element, for managing individual clusters, and Prism Central, which provides a centralized "single pane of glass" interface for multi-cluster environments, hybrid cloud management, and advanced analytics.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: N/A
• API: Yes
• What users can and can't do using the API: Nutanix provides a comprehensive REST API (v3/v4) for full lifecycle management. Users can automate cluster setup, provision VMs, and configure networking or security policies. While most UI features are exposed, some low-level hardware configurations require CLI/SSH, and certain multi-cluster operations require Prism Central to be active.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • HTML
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Buyers can customise the platform by defining Resource Quotas, creating Self-Service Blueprints for automated application deployment, and configuring Custom Role-Based Access Control (RBAC). Administrators and developers use the Prism Central console or REST APIs to tailor networking, security policies, and automation workflows to specific organizational needs.

Scaling

• Independence of resources: To prevent "noisy neighbor" effects, Nutanix uses Acropolis Dynamic Scheduling (ADS) to monitor resource contention and automatically migrate VMs to less-congested nodes. Its data locality ensures storage I/O remains local to the compute, while Storage QoS allows administrators to set hard caps on IOPS and throughput for specific workloads.

Analytics

• Service usage metrics: Yes
• Metrics types: Nutanix provides comprehensive real-time and historical metrics via Prism, including CPU/memory utilization, storage I/O latency (IOPS/bandwidth), and network throughput. Users receive predictive capacity runway analytics, anomaly detection signals, and VM efficiency reports (identifying over-provisioned or "zombie" VMs) to optimize resource allocation and ensure high availability.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: No

Resellers

• Supplier type: Reseller providing extra features and support
• Organisation whose services are being resold: Nutanix

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Security Clearance (SC)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
• User control over data storage and processing locations: Yes
• Datacentre security standards: Supplier-defined controls
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest:
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• 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

Data importing and exporting

• Data export approach: Users export data by migrating virtual machines using Nutanix Move, or by manually exporting VMs as standard OVA or QCOW2 files via the Prism interface. For file and object data, users can use standard protocols like NFS, SMB, or S3 to transfer information to external storage or cloud providers
• Data export formats: CSV
• Data import formats: CSV

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Other
• Other protection within supplier network: Data-at-rest encryption

Availability and resilience

• Guaranteed availability: Nutanix guarantees 99.95% availability for its cloud services (such as NC2), as specified in our standard Service Level Agreements. This ensures high-performance infrastructure with minimal downtime.; ; If availability falls below this threshold, users are typically eligible for Service Credits. These credits are applied as a percentage of the monthly service fee and can be used against future invoices. To claim these, users must submit a request through the Support Portal within the timeframe defined in the contract.
• Approach to resilience: Nutanix uses a distributed "shared-nothing" architecture to eliminate single points of failure. Data is replicated across nodes via Redundancy Factor (RF2/RF3). Our datacenters leverage multiple availability zones with independent power and cooling. This "self-healing" design automatically restores data redundancy if a node or disk fails.
• Outage reporting: Public Dashboard: The official Nutanix Status Page (status.nutanix.com) tracks real-time and historical uptime for cloud services like NC2, Data Lens, and the Support Portal.; ; Email Alerts: Users can configure SMTP settings in Prism Central or Prism Element to receive immediate email notifications for system alerts, critical incidents, and health check failures.; ; API: The Prism REST API (v3 and v4) allows users to programmatically query alert statuses, task progress, and cluster health, enabling integration with third-party monitoring tools or custom dashboards.

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
  • Other
• Other user authentication: RBAC
• Access restrictions in management interfaces and support channels: Access is restricted via granular RBAC, MFA, and SAML federation, while support access requires explicit customer-controlled "Remote Support" tunnel activation.
• 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

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: You control when users can access audit information
• How long supplier audit data is stored for: User-defined
• How long system logs are stored for: User-defined

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: Nutanix follows a comprehensive Information Security Management System (ISMS) aligned with ISO/IEC 27001, 27017, and 27018 standards. Our policies are governed by a dedicated security leadership team that reports to the Chief Information Security Officer (CISO), ensuring executive oversight of risk management and compliance.; ; How Policy Compliance is Ensured:; Secure Development Lifecycle (SecDL): Security checkpoints are embedded into every stage of software development.; ; Security Configuration Management Automation (SCMA): The platform uses self-healing technology to automatically check and remediate system configurations against STIG (Security Technical Implementation Guides) baselines.; ; Continuous Monitoring: Tools like Security Central provide real-time audit checks (500+) and compliance dashboards for PCI-DSS, HIPAA, and NIST.; ; Independent Audits: We undergo regular SOC 2 Type 1/2 examinations and biannual penetration testing by CHECK-certified providers to validate our controls.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Automated tracking via SCMA with rigorous security-impact change assessments
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Continuous monitoring, SecDL assessments, and rapid LCM-driven patch deployment.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Real-time AI-driven anomaly detection with automated response and rapid mitigation.
• Incident management type: Supplier-defined controls
• Incident management approach: Structured response protocols, portal reporting, and comprehensive post-incident root-cause analysis.
• Post-quantum cryptography secure: Yes

Secure development

• Approach to secure software development best practice: Supplier-defined process

Public sector networks

• Connection to public sector networks: Yes
• Connected networks:
  • Public Services Network (PSN)
  • Joint Academic Network (JANET)
  • Scottish Wide Area Network (SWAN)
  • Health and Social Care Network (HSCN)

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: Saturday 9 August 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: DQS Inc.
• ISO 9001 accreditation date: Monday 27 November 2023
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials 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 certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Cyber essentials plus: No
• Cyber Essentials Alternative: None of the criteria
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

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

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

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • 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 oliver@highpoint.com. Tell them what format you need. It will help if you say what assistive technology you use.