CEOX SERVICES LTD

Managed Microsoft Azure

Ceox helps Public Sector organisations with full-spectrum Cloud Support Services for Microsoft Azure stack. Our MS Azure Cloud Support provides assessment, design, implementation, configuration and managed services for Azure hosting infrastructure (IaaS), platforms (PaaS) and solutions. Ceox integrates Azure into an organisation’s IT environment.

Features

• Deliver websites, portals, mobile and web apps on Microsoft Azure
• Perform integration with your existing on-premise infrastructure, enable home working
• Use a fully managed service or supplement your existing team
• Develop services using Microsoft .NET, Java, PHP, Ruby, Python, DevOps
• Make use of: Compute, Virtual Machine (VM), Windows, Linux, Networking,
• Active Directory (AD) B2C, Storage, Backup, VPN, DNS, Search, Containers,
• Databases, Analytics, Artificial Intelligence (AI), Machine Learning, Bot service, Integration,
• Cognitive services, Internet of Things (IoT) Hub and Edge, SQL
• Service Bus, Multi-Factor Authentication, Load Balancing, Content Delivery Network, LogicApps
• ExpressRoute, MySQL, PostgreSQL, Data Lake and connection to Azure Stack

Benefits

• ITIL based service management providing support via a service desk
• Full support for user research, design, develop, delivery, build, live
• Experts in supporting Local, Central Government departments and other agencies
• Build using agile, iterative, open standards and user-centred methods
• Help understanding licences and licensing including plan selection
• Skills transfer to internal staff including training and project management
• Run finance, Dynamics 365, Office 365, CRM, CMS, Power Platform
• Ensure your infrastructure and information security with SC cleared resources
• Empower your customer resolution team, contact centre, complaints team
• Planning, Setup, Migration, Quality Assurance, Performance Testing, Testing, Cyber Security

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 digitalmarketplace@ceox.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

554255541800592

Contact

Gavin Harte
0333 987 4495
digitalmarketplace@ceox.co.uk

About your service

• Service categories:

  IaaS

  IaaS Compute

  • Container and serverless engine compute
  • Arm-based instances
  • Other non-x86 instances

  Virtualised x86

  • General purpose
  • Compute optimised
  • Memory optimised

  Accelerated

  • GPUs
  • APUs

Service scope

• Service constraints: None
• System requirements: System Requirements depend on the exact services used
• Cloud deployment model: Public cloud

User support

• Email or online ticketing support: Yes
• Support response times: Support Incidents are classified under one of four levels depending on severity: Level 1: Critical, Level 2: Major, Level 3: Significant, Level 4: Minor. The levels have the following response and resolve times: Level 1: 1 hour respond, 4 hours resolve; Level 2: 4 hours respond, 8 hours resolve; Level 3: 1 day respond, 3 days resolve; Level 4: 2 days respond, 5 days resolve. Ceox service desk runs during standard UK office hours 08:30 - 18:00 hrs (Monday to Friday excluding Bank Holidays) with 24x7 available at extra cost.
• 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: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: Ceox can tailor support levels and costs to an organisation depending on requirements. We assign a named Service Delivery Manager for each customer. By default, incidents are assigned one of four levels depending on severity: Level 1: Critical - The reported problem causes a halt to core business processes and no work-around is available. Level 2: Major - The reported problem causes degradation to core business processes and no reasonable work-around exists Level 3: Significant - The reported problem impacts operational environment but does not affect core business processes. A work-around is available. Level 4: Minor - A non-critical problem is causing some disruption but with little or no impact to our business operations. The levels have the following response and resolve times: Level 1: 1 hour respond, 4 hours resolve; Level 2: 4 hours respond, 8 hours resolve; Level 3: 1 day respond, 3 days resolve; Level 4: 2 days respond, 5 days resolve.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: The level of onboarding and offboarding support provided by Ceox depends on the customer's requirements. Azure provides a comprehensive dashboard which allows full self-service for customers experienced with Azure. For customers who want more support, Ceox provide a fully managed service which completes all configuration and setup of the cloud service. Likewise, at the end of the engagement, Ceox can provide the level of offboarding support required. Ceox also provides a number of training options including: train the trainer, training for key individuals, classroom training for all users and floor walking support.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
  • Other
• Other documentation formats: Microsoft provide online videos and interactive learning portals
• End-of-contract data extraction: Customers can export their data from Azure at any time using the standard export services. Ceox can provide complete support in undertaking this process.
• End-of-contract process: The amount of notification required to end the contract depends on the length of contract taken out and will be included in the call-off contract. At the end of the contract process, Ceox will assist the customer in extracting any data or moving to another supplier as required.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Using the web interface: Using the web interface, customers can have full control to manage and deploy services including increasing and reducing the specification of cloud services. Ceox can assist alongside in-house teams or undertake this on behalf of the customer.; ; More details on what is available in the Azure portal can be found here: https://azure.microsoft.com/en-gb
• Web interface accessibility standard: WCAG 2.2 AA
• Web interface accessibility testing: See https://www.microsoft.com/en-us/accessibility
• API: Yes
• What users can and can't do using the API: Users are able to access the Azure Service Management API to programmatically access much of the functionality available through the web interface.
• API automation tools:
  • Ansible
  • Chef
  • SaltStack
  • Terraform
  • Puppet
• API documentation: Yes
• API documentation formats: HTML
• Command line interface: Yes
• Command line interface compatibility:
  • Linux or Unix
  • Windows
  • MacOS
  • Other
• Using the command line interface: Azure CLI 2.0 is optimized for managing and administering Azure resources from the command line, and for building automation scripts that work against the Azure Resource Manager. See https://docs.microsoft.com/en-us/cli/azure/install-azure-cli

Scaling

• Independence of resources: Azure prevents one customer’s demand from affecting others by using elastic scaling, resource governance, and multi‑tenant isolation. Automated load balancing, throttling, and quotas ensure fair usage, while Hyper‑V and software‑defined networking keep workloads separate so spikes in compute, storage, or network demand never impact neighbouring tenants’ performance or availability.
• Usage notifications: Yes
• Usage reporting:
  • API
  • Email
• Optimising consumption: Yes
• Automatic scaling: Yes

Analytics

• Infrastructure or application metrics: Yes
• Metrics types:
  • CPU
  • Disk
  • HTTP request and response status
  • Memory
  • Network
  • Number of active instances
• Reporting types:
  • API access
  • Real-time dashboards
• 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: Another external penetration testing organisation
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
  • Other
• Other data at rest protection approach: More details on data protection in Azure can be found here: https://docs.microsoft.com/en-us/azure/storage/storage-service-encryption
• 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

Backup and recovery

• What’s backed up:
  • Files, Folders, Virtual Machines and Databases can be backed up
  • Ceox can provide advice on backups
• Backup controls: Azure requires backups to be manually created in order to occur. Ceox can advise customers on the best backup strategy for their data and then implement a suitable solution. Customers have full control over what is backed-up and when.
• Datacentre setup: Multiple datacentres with disaster recovery
• Scheduling backups: Users schedule backups through a web interface
• Backup recovery: Users can recover backups themselves, for example through a web interface
• Backup and recovery: Yes
• RPO/RTO: Yes

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Other
• Other protection between networks: Azure provides a number of different encryption options for connections between a customer network and the Azure cloud. Ceox can advise and implement a solution which works best for an organisation and takes into account the level of information security required.
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Other
• Other protection within supplier network: Azure also enables the configuration of network security groups, more information can be found here: https://azure.microsoft.com/en-us/blog/network-security-groups/

Availability and resilience

• Guaranteed availability: The level of availability guaranteed by Azure is dependent on the configuration. At a minimum, Azure can provide 99.9% availability (based on 24x7). However, for instance, virtual machines can be configured into availability sets to provide 99.95% or 99.99% guaranteed availability. More details on the level of SLA provided for each service can be found here: https://azure.microsoft.com/en-gb/support/legal/sla/
• Approach to resilience: Azure provides multiple layers of redundancy in order to ensure resilience. There are 50 regions worldwide, including 2 in the UK and Azure can provide resilience between data centres. Please see https://www.microsoft.com/en-us/TrustCenter/ for more information.
• Outage reporting: Azure provides a dashboard showing current issues and outages. A personalised dashboard with notifications can also be configured for each customer. In addition, if a fully managed service is taken Ceox will act as an intermediary and notify the customer of any servere impact to service. More details can be found here: https://azure.microsoft.com/en-us/status

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
  • Other
• Other user authentication: Most customers choose to implement a link between their on-premise Entra ID (formerly Active Directory) and Azure Entra ID (formerly Azure Active Directory - Azure AD). This permits a single sign-on experience to any services implemented in Azure along with other cloud services. More details on Entra ID can be found here: https://www.microsoft.com/en-us/security/business/identity-access/microsoft-entra-id
• Access restrictions in management interfaces and support channels: Entra ID restrictions are implemented by administrators within Azure Entra ID. Administrators can then assign permissions to users for the service. Ceox can act as administrators for customers or give advice on the best configuration to suit a certain purpose.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
• Devices users manage the service through:
  • Dedicated device on a segregated network (providers own provision)
  • Dedicated device on a government network (for example PSN)
  • Directly from any device which may also be used for normal business (for example web browsing or viewing external email)

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: Between 6 months and 12 months
• Access to supplier activity audit information: Users receive audit information on a regular basis
• How long supplier audit data is stored for: Between 6 months and 12 months
• How long system logs are stored for: Between 6 months and 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: Ceox use ISO27001 certified policies and procedures to ensure that information security risk is controlled adequately. There is a Security Working Group (SWG) which handles the assessment and control of information security risk.

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: Azure has developed formal standard operating procedures (SOPs) governing the change management process. These SOPs cover both software development and hardware change and release management, and are consistent with established regulatory guidelines including ISO 27001, SOC 1 / SOC 2, NIST 800-53, and others.; ; Ceox uses configuration and change management procedures produced inline with ISO9001 and ISO27001. These are based on the ITIL framework and make use of DevOps tooling where possible.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: When providing the Antimalware solution for Virtual Machines, Azure is responsible for ensuring the service is highly available, definitions are updated regularly, that configuration through the Azure Management Portal is effective and that the software detects and protects against known types of malicious software. MCIO-managed hosts in the scope boundary are scanned to validate anti-virus clients are installed and current signature-definition files exist.; ; On top of Azure's vulnerability management, for Virtual Machines, Ceox can provide an automated patching and virus scanning process to ensure VMs are kept up to date and the latest virus definitions are installed.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Microsoft Azure employs sophisticated software-defined service instrumentation and monitoring that integrates at the component or server level, the datacenter edge, our network backbone, Internet exchange sites, and at the real or simulated user level, providing visibility when a service disruption is occurring and pinpointing its cause.; ; Proactive monitoring continuously measures the performance of key subsystems of the Microsoft Azure services platform against the established boundaries for acceptable service performance and availability. When a threshold is reached or an irregular event occurs, the monitoring system generates warnings so that operations staff can address the threshold or event.
• 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: Ceox runs an incident management process based upon ITIL's Service Operation practices. These include detailed processes for handling security incidents.; ; Microsoft has developed robust processes to facilitate a coordinated response to incidents. The process is Identification > Containment > Eradication > Recovery > Lessons Learned
• Post-quantum cryptography secure: Yes

Secure development

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

Separation between users

• Virtualisation technology used to keep applications and users sharing the same infrastructure apart: Yes
• Who implements virtualisation: Third-party
• Third-party virtualisation provider: Microsoft
• How shared infrastructure is kept separate: Azure enforces strong information security by isolating customer workloads through Hyper‑V virtualization, dedicated virtual networks, strict access controls, encrypted storage, and tenant‑level segregation. These layers ensure each customer’s resources remain logically and securely separated, preventing unauthorized access across infrastructure systems.

Energy efficiency

• Energy-efficient datacentres: No

Pricing

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

Discount

• Provide your minimum discount applicable to your baseline prices: 0%

Formula for calculating price of your services

• Formula for calculating price of your services:

  Which of the core deployment models you intend to offer

  Public Cloud

  Public Cloud - Formula for calculating price of your services

  ---

  Total Cost

  The Total Cost for a buyer's call off requirement in a Public Cloud Deployment

  =

  Baseline Pricing

  All pricing will be quoted from the Azure services available and the total price will be based on the published pricing.

  Baseline Pricing - Web link

  https://azure.microsoft.com/en-gb/pricing

  -

  Minimum Discounting

  0%

  +

  Onboarding Activity

  Onboarding costs may vary based on your specific requirements, please confirm with suppliers during the clarification process

  +

  Additional sources of cost

  There are optional service costs depending on what the buyer wishes to achieve with the cloud services.

  -

  Additional sources of cost reduction

  Buyers can reduce cost by choosing smaller and less powerful cloud services.

  ---

• Total Cost: The Total Cost for a buyer's call off requirement in a Public Cloud Deployment
• Baseline Pricing: All pricing will be quoted from the Azure services available and the total price will be based on the published pricing.
• Baseline Pricing - Web link: https://azure.microsoft.com/en-gb/pricing
• Minimum Discounting: 0%
• Onboarding Activity: Onboarding costs may vary based on your specific requirements, please confirm with suppliers during the clarification process
• Additional sources of cost: There are optional service costs depending on what the buyer wishes to achieve with the cloud services.
• Additional sources of cost reduction: Buyers can reduce cost by choosing smaller and less powerful cloud services.

Mandatory certifications

• Mandatory certifications:

  Are you are bidding to offer IaaS and/or PaaS as a reseller or are you in sole control of the infrastructure

  Reseller

  Cloud service suppliers you intend to resell with evidence

  Organisation 1

  Organisation name

  Microsoft

  Website address/upload for organisation

  Website address

  Website address

  https://marketplace.microsoft.com/en-us/partners/1a018b16-ef43-4017-841b-eb877dc71bdb/overview

  ISO 9001 certification

  Provided

  ISO 27001 certification

  Provided

  ISO 20000-1 certification

  Provided

  Are you reliant on the Cloud Service Provider for some accreditations

  Yes

Cyber Essentials

• Do you have a Cyber Essentials Plus certificate?: Yes
• Cyber Essentials Plus certificate Number: A85b1f4b-96cb-4728-a740-e57b23c7a875

Non-mandatory Standards and certifications

• ISO 28000:2022 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• 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 digitalmarketplace@ceox.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.