PARK PLACE TECHNOLOGIES LIMITED
Backup to Microsoft Azure
PPT can build a scalable, resilient, robust and cost-efficient infrastructure solution for backup and recovery using Microsoft Azure. Provisioned in a private, public or hybrid approach we offer; long term archival; fast disaster recovery with pre-defined recovery and restore SLAs; data tiering; fully managed backup solutions for your physical/virtual machines.
Features
- Comprehensive reporting, monitoring and alerting
- Unlimited technical support
- Remote management and out-tasking
- Guaranteed backup success, underpinned by service credits
- Can provision an offsite recovery vault for long-term retention
- Cost optimisation via cloud storage solutions and various licensing models
- Regular service, capacity and performance reviews
- Data Maturity Model identifies your as-is and to-be environment
Benefits
- Reduce business risk by identifying critical applications and data
- Provide insight and visibility of your IT infrastructure
- Ensure 98% success rate for backup and recovery
- Reduce TCO of data protection environment.
- Faster recovery times - reduced risk of revenue/productivity loss
- Meet compliance and regulatory requirements
Pricing
- Education pricing available
Service documents
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,
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Framework
G-Cloud 15
Service ID
5 4 8 9 4 7 9 3 0 1 1 6 3 1 4
Contact
PARK PLACE TECHNOLOGIES LIMITED
Simon Bitton
Telephone: 0208 885 9656
Email: sbitton@parkplacetech.com
About your service
- Service categories
-
Cloud Support Services
Managed Cloud
Managed Private Cloud
- Managed Private IaaS
- Managed Private SaaS/PaaS
Managed Public cloud
- Managed Public IaaS
- Managed Public SaaS/PaaS
Managed Hybrid Cloud
- Managed Hybrid IaaS
- Managed Hybrid SaaS/PaaS
Service scope
- Service constraints
- N/A
User support
- Email or online ticketing support
- Yes
- Support response times
- PPT provides a 24/7 "follow-the-sun" support model. SLAs are the same no matter the time of day. Response times will differ depending on severity of incident/request.
- User can manage status and priority of support tickets
- Yes
- Online ticketing support accessibility
- None or don’t know
- 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
- None or don’t know
- How the web chat support is accessible
- Customer may use 24/7 chat with direct access to PPT team member. This method is not to be used for S1 (Critical) incidents.
- Web chat accessibility testing
- None
- Support levels
- Extended Service Hours 24 x 7 including public and bank holidays Priority 1 - Urgent 30 minute reponse time and 4 hour restoration time Priority 2 - Significant 60 minute response time 8 hours restoration time 3 - Medium - 2 hour reponse time and 36 hour restoration time 4 - Low - 1 day response time and 5 days restoration time Core Service Hours 08:00-18:00 weekdays excluding public and bank holidays Priority 1 - Urgent 30 minute reponse time and 4 hour restoration time Priority 2 - Significant 60 minute response time 8 hours restoration time 3 - Medium - 2 hour reponse time and 36 hour restoration time 4 - Low - 1 day response time and 5 days restoration time Response Target Time = The elapsed time in which an initial acknowledgement of the incident is required. Restoration Target Time = The elapsed time in which restoration of the incident is required. This includes incident investigation and incident diagnosis Pricing to be bespoke per service Relevant specialist architect services will be provided during the design and implementation phases, as well as ongoing support requirments
- AI chatbot
- No
Resellers
- Supplier type
- Reseller providing extra features and support
- Organisation whose services are being resold
- IBM, Microsoft, Sentinel, Defender, Blackberry CYLANCE, Fortra, KnowBe4 + more
Staff security
- Staff security clearance
- Conforms to BS7858:2019
- Government security clearance
- Security Clearance (SC)
Pricing
- Discount for educational organisations
- Yes
Architecture roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Trainee business architect | £424.00 | £512.00 |
| Business architect | £685.00 | |
| Lead business architect | £801.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Data architect | £685.00 | |
| Senior data architect | £801.00 | |
| Chief data architect | £970.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Enterprise architect | £685.00 | |
| Senior enterprise architect | £801.00 | |
| Lead enterprise architect | £970.00 | |
| Principal enterprise architect | £1,060.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate network architect | £512.00 | |
| Network architect | £685.00 | |
| Lead network architect | £801.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Security architect | £512.00 | |
| Lead security architect | £685.00 | |
| Principal security architect | £801.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate solution architect | £512.00 | |
| Solution architect | £685.00 | |
| Senior solution architect | £801.00 | |
| Lead solution architect | £970.00 | |
| Principal solution architect | £1,060.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate technical architect | £512.00 | |
| Technical architect | £685.00 | |
| Senior technical architect | £801.00 | |
| Lead technical architect | £970.00 | |
| Principal technical architect | £1,060.00 |
Data roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Data engineer | £512.00 | |
| Senior data engineer | £685.00 | |
| Lead data engineer | £801.00 | |
| Head of data engineering | £970.00 |
IT operations roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate end user computing engineer | £512.00 | |
| End user computing engineer | £685.00 | |
| Senior end user computing engineer | £801.00 | |
| Lead end user computing engineer | £970.00 | |
| Principal end user computing engineer | £970.00 |
Non-mandatory Standards and certifications
- ISO/IEC 27001 certification
- Yes
- Who accredited the ISO/IEC 27001
- A-LIGN Compliance and Security, Inc.
- ISO/IEC 27001 accreditation date
- Thursday 30 October 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
- Perry Johnson Registrars, Inc
- ISO 9001 accreditation date
- Sunday 31 August 2025
- What the ISO 9001 doesn’t cover
- N/A
- Quality management systems (QMS)
- Yes
- CSA STAR certification
- No
- PCI certification
- No
- Cyber essentials
- Yes
- Please provide your Cyber Essentials Certificate Number
- 728bcf8a-03be-4fc8-89e2-a0e3e55a402c
- 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
- 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
- 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
- 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
- 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
- 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
-
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
-
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 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
-
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 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
- 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
- Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
- Working conditions which promote an inclusive working environment and promote retention and progression
- Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
- Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition
-
Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain
Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.
- Understanding of issues relating to entering the contract workforce
-
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
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 sbitton@parkplacetech.com.
Tell them what format you need. It will help if you say what assistive technology you use.