ATOS IT SERVICES UK LIMITED

Atos Technical Application Management

ATM provides the operational management of the customer’s application environment. This consists of the daily execution of the customer's business processes by providing ongoing availability and monitoring the performance of the application technical environment.
ATM services are a combination of Web servers, Middleware & interface management & Custom-made applications.

Features

• Availability management to keep systems up and running
• Monitoring of the in-scope processes
• Housekeeping of necessary tasks
• Patch management to keep systems on latest security level
• Configuration management
• Backup and restore management of the service
• Security management (initial state and run)
• Vendor management
• Keep documentation up to date
• Interface management for application interacting

Benefits

• Performance management to optimise the used configuration
• Support Customer for application specific changes
• Perform Customer application specific patch management
• Provide technical account management
• Failover testing for applications using High Availability configurations
• Release management of application releases
• License management to support customer to be compliant
• Certificate handling where SSL certificates are used
• Regulatory compliance to support compliancy requirements
• Technical consultancy to develop customer on its journey

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 opportunities@atos.net. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

547569563749449

Contact

Louise Carr
+447733315094
opportunities@atos.net

About your service

• Service categories:

  Application Development and Deployment

  Application platforms

  Deployment centric application platforms

  • Application Server Software Platforms
  • Cloud Deployment-Centric Application Platforms
• 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: Database Management
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: "There are no Constraints of the service. ; ; Application Technical Management can be provided on any underlying infrastructure platform, including all types of Cloud. ; ; Support availability window will be mutually agreed depending on application requirements.
• System requirements:
  • Underlying Cloud (compute, storage and backup) infrastructure
  • Application software licenses (unless open source)

User support

• Email or online ticketing support: Yes
• Support response times: Response times depend on the agreed support model, contract SLAs and incident severity. We acknowledge requests promptly via agreed channels, prioritise critical issues first, and provide regular updates until resolution.
• User can manage status and priority of support tickets: No
• Phone support: No
• Web chat support: No
• Onsite support: No
• Support levels: Support is provided on UK working days between 09:00 and 17:00, chargeable at the appropriate SFIA rate for the role. Other support levels up to 24x7 available on application.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Atos provides a structured onboarding process to ensure a smooth start for all users.; ; Requirements & Outcomes Assessment: We assess customer requirements and desired business outcomes, then tailor solutioning and onboarding activities to ensure the best-fit service outcome.; ; Kick-off & Planning: A dedicated Service Manager coordinates onboarding activities, including environment setup and access provisioning.; ; Training Options:; ; Online Training: Interactive sessions via Microsoft Teams covering service features, security, and best practices.; ; On-site Training (Optional): Available for complex deployments or secure environments.; ; User Documentation: Comprehensive user guides, FAQs, and quick-start materials can be shared or hosted on our secure portal.; ; Self-Service Portal: Enables users to raise requests, track progress, and access knowledge articles.; ; Governance Support: Initial service review meetings to confirm readiness and address any queries.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: At contract end, users retain full control of their Network related data eg Rules , as it remains within the customer’s nominated environments. ; Data extraction is therefore performed by the customer using their existing tools and processes, and Atos will support the exit as required.; ; Planned change control (ITIL): All offboarding activities are managed as planned changes with agreed schedules, approvals, risk assessments, communications, and full audit records in the ITSM tool.; ; Handover support: Atos can provide runbooks, configuration details, operational documentation, and knowledge transfer to support transition to the buyer or a new supplier.; ; Optional assistance: If requested, Atos can support data export/validation activities under customer direction and access controls.; ; Confirmation and closure: Once the customer confirms data extraction/transition is complete, we release the service, revoke Atos access permissions, and close accounts. Any Atos-held operational records are retained and disposed of in line with contractual retention and agreed policy.
• End-of-contract process: Standard offboarding activities:; Secure data extraction via Atos assisted manner.; Removal of user access; Compliance reporting and audit evidence; Access to user documentation and guides for offboarding; ; Additional Cost; Assisted offboarding services (e.g., validation or transformation); Support for decommissioning activities; Extended retention of data beyond the agreed timeframe; Custom reporting or consultancy for transition planning.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: NA

Using the service

• Web browser interface: No
• Application to install: Yes
• Compatible operating systems:
  • Android
  • IOS
  • Linux or Unix
  • MacOS
  • Windows
  • ChromeOS
• Designed for use on mobile devices: No
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: File share access to change application data ; Application Programming Interface
• Accessibility standards: None or don’t know
• Description of accessibility: NA
• Accessibility testing: NA
• API: No
• Customisation available: Yes
• Description of customisation: Besides Commercial off the Shelf (COTS) technologies, also applications created by customers are supported by this service.

Scaling

• Independence of resources: Atos prevent impact by isolating each customer’s application operationsandcontrolling shared support capacity.Customer environments are logically separated (tenancy, network segmentation, dedicated credentials and RBAC),so one customer cannot consume another’s compute, storage or database resources. Within Atos operations, we use SLA-based prioritisation,queue management and dedicated on-call escalation to ensurecritical incidents are handled first without delaying other customers. We monitor service KPIs (availability, latency, job backlogs, ticket volumes) and apply capacity management to scale operational staffing or automation when demand peaks. High-impact activities (releases, batch jobs, maintenance)are scheduled and governed through ITIL change control to minimise contention and ensure full visibility and auditability.

Analytics

• Service usage metrics: Yes
• Metrics types: Service availability of the application measured on the server using providers standard monitoring tool
• Reporting types:
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Not a reseller

Staff security

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

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• 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 once a year
• Penetration testing approach: In-house
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Physical access control, complying with another standard
  • 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:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Degaussing

Data importing and exporting

• Data export approach: Technical Application Management, application data remains in the customer’s nominated systems (e.g., customer databases, storage and platforms). Users therefore export their data directly using their existing application and database tools (such as application export functions, SQL extracts/dumps, APIs, or file transfers). Atos supports the export by providing runbooks, coordinating access, and executing agreed tasks under customer-approved, least-privilege credentials. All export activities are managed through ITIL change control with documented approvals, schedules, and audit records, and we confirm completion before revoking access.
• Data export formats:
  • CSV
  • ODF
  • Other
• Other data export formats:
  • DB specific formats
  • Application specific config files
• Data import formats: Other
• Other data import formats:
  • Files of the Application Technical Management environment
  • DB specific format

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Legacy SSL and TLS (under version 1.2)
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Legacy SSL and TLS (under version 1.2)

Availability and resilience

• Guaranteed availability: Service availability commitments vary by the SLA tier selected by the customer.
• Approach to resilience: Technical Application Management is designed for resilience through a combination of operational controls and the resilience built into the customer’s application stack. Availability and recovery are driven by the application architecture, underlying infrastructure, and data centre/cloud layout (e.g., clustering, load balancing, multi-zone/site designs, and database replication). Atos strengthens this with 24/7 monitoring, automated alerting, runbook-driven incident response, and ITIL-aligned change and problem management to reduce risk during releases. We validate backups and restore procedures, support DR testing where applicable, and apply proactive capacity and performance management to prevent outages. Resilience measures are tailored to the customer’s selected configuration and agreed SLAs.
• Outage reporting: Atos can provide real-time outage notifications via email and SMS to nominated contacts. Critical incidents trigger direct communication from account managers. Post-incident reports with root cause analysis are shared within agreed timelines.

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)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: Atos restricts access to management interfaces and support channels through role-based access control and least-privilege principles. Administrative access requires multi-factor authentication and is limited to authorised personnel only. All support interactions occur through secure channels and require identity verification. Privileged accounts undergo periodic recertification, and joiner/mover/leaver processes ensure timely access revocation. Access activities are logged and continuously monitored to detect anomalies and maintain compliance with the NCSC Cloud Security Principles.
• 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)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • Username or password

Audit information for users

• Access to user activity audit information: Users contact the support team to get audit information
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: At least 12 months
• 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
• Information security policies and processes: Atos operates under an Information Security Management System (ISMS) certified to ISO/IEC 27001, aligned with UK NCSC Cloud Security Principles and CSA Cloud Controls Matrix. ; Our policies cover data protection, access control, vulnerability management, incident response, and compliance with GDPR and UK government standards.; Reporting Structure: Security governance is overseen by a board-level executive supported by regional security officers and service managers.; Policy Enforcement: Compliance is maintained via mandatory security training, automated monitoring, and regular internal audits. All changes undergo risk assessment and approval through our ITIL-aligned change management process. Non-conformities trigger corrective actions and are tracked to closure.; As part of standard practice, Atos also conducts annual penetration tests, continuous vulnerability scans, and monthly governance reviews with customers.
• 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: Atos applies ITIL-aligned Configuration and Change Management processes under our ISO/IEC 27001-certified ISMS. All service components are recorded in a Configuration Management Database, tracking assets from provisioning through decommissioning. Changes follow a formal workflow: impact analysis, security risk assessment, and approval by a Change Advisory Board (CAB). Security reviews include vulnerability checks and compliance validation against UK NCSC principles. Automated tools provide version control and rollback capability. Every change is logged, auditable, and linked to governance reporting to ensure transparency and zero compromise on security.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Atos follows an ISO 27001-certified vulnerability management process. We continuously assess potential threats sourced from trusted feed, using automated vulnerability scans, penetration tests, and threat modelling. Identified vulnerabilities are prioritized using CVSS scoring and risk impact analysis. Critical patches are deployed sooner for zero-day exploits while high and medium risks follow defined SLAs. All changes undergo security impact assessment and CAB approval. Compliance is verified through regular audits and SOC reporting, ensuring timely remediation and operational security.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Atos uses ISO 27001-certified protective monitoring integrated with SIEM and SOC operations. We identify potential compromises through continuous log analysis, anomaly detection, and threat-intelligence correlation across sources such as NCSC advisories and vendor feeds. Alerts are triaged by our 24/7 Security Operations Centre, applying automated and manual investigation to confirm incidents. Once a compromise is suspected, containment actions are initiated immediately, followed by root cause analysis and remediation. Critical incidents are responded to within the stipulated time, with complete resolution tracked under ITIL processes.
• 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: Atos operates predefined incident processes via its UK SOC, MDR and DFIR services. Users raise incidents through the service portal or dedicated SOC email/phone. Incidents are triaged, investigated and contained using playbooks and automation, then eradication and recovery follow. Post‑incident, we deliver reports with timeline, root cause, indicators, affected assets and corrective actions via secure channels. Processes run 24×7 and align with public‑sector requirements across cloud and hybrid environments.
• 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: Yes
• Connected networks:
  • Public Services Network (PSN)
  • Police National Network (PNN)
  • 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: 1%
• Between £1,000,001 and £2,500,000: 1%
• Between £2,500,001 and £5,000,000: 2%
• Over £5,000,001: 2%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: BSI
• ISO/IEC 27001 accreditation date: Wednesday 7 December 2022
• What the ISO/IEC 27001 doesn’t cover: Our ISO/IEC 27001:2022 certification applies exclusively to the organisational units, services, and sites defined within the certification scope and the Statement of Applicability. Any Atos service, function, location, or infrastructure component that sits outside this formally defined multisite scope is therefore not covered by the ISO 27001 certification. This includes, but is not limited to: • Atos offices or business units not included in the certified multisite perimeter • Customer‑specific or client‑hosted environments that are outside Atos‑certified infrastructure • Cloud platforms or services operated entirely by third‑party providers • Subcontractor or partner‑managed environments • Any bespoke or additional services not explicitly listed within the certification scope
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: BSI
• ISO 9001 accreditation date: Wednesday 7 December 2022
• What the ISO 9001 doesn’t cover: Our ISO 9001:2015 certification applies only to the organisational units, business functions, services and locations included within the defined multisite certification scope, as detailed in the ISO 9001 scope appendix and the Atos Multisite Certification database. Any unit, project, service line, or operational activity that falls outside this defined scope is therefore not covered by the ISO 9001 certification. This includes: – Atos offices, delivery centres or business units not listed in the certified multisite perimeter – Customer‑specific or client‑managed environments that are not part of Atos‑certified operations – Third‑party or subcontractor‑managed processes – Bespoke solutions, local practices or non‑standard activities not included in the official certification scope – Any additional services or functions not defined within the registered ISO 9001 scope statement
• Quality management systems (QMS): Yes
• CSA STAR certification: Yes
• CSA STAR accreditation date: Thursday 12 November 2020
• CSA STAR certification level: Level 1: CSA STAR Self-Assessment
• What the CSA STAR doesn’t cover: CSA STAR certification; ; Yes; ; CSA STAR accreditation date; ; Thursday 12 November 2020; ; CSA STAR certification level; ; Level 1: CSA STAR Self-Assessment; ; What the CSA STAR doesn’t cover; ; Our CSA STAR certification is at Level 1 (Self‑Assessment). As a self‑assessed submission, it covers only the specific cloud service elements documented in the CSA STAR Self‑Assessment at the time of publication. Therefore, any Atos service, business unit, cloud environment, customer‑specific deployment, third‑party‑hosted component, or operational process not explicitly included within that self‑assessment is not covered.
• PCI certification: Yes
• Who accredited the PCI DSS certification: Blackfoot Cybersecurity
• PCI DSS accreditation date: Thursday 11 December 2025
• What the PCI DSS doesn’t cover: Scope covers the datacentres (Shared hosting services), requirements 9 (physical security) and 12 (management security) only.
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: B3310276-430b-47a7-8462-18342f6e825f
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: Efbd6336-f752-417e-98a8-8897209366a7
• 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 opportunities@atos.net. Tell them what format you need. It will help if you say what assistive technology you use.