TOTALMOBILE LIMITED

Totalmobile Asset Lifecycle management

Totalmobile empowers Asset Management teams through advanced Asset Lifecycle Management (ALM) capabilities. ALM provides a unified, data‑driven approach to managing housing assets from acquisition through maintenance to replacement. By delivering real‑time insight and predictive analytics, it helps organisations proactively plan investment, reduce costly reactive repairs, and extend the life assets.

Features

• Job Management; integrated processes, align resources, enable management by exception
• Mobile Workforce Management; manage visits, job information, time, and attendance
• Customer Engagement; appointment management, multichannel communications, interactive notifications
• Scheduling; automated and dynamic optimisation of schedules of multiple employees
• Workflow Management; guide service employees using process definition and automation
• Integrated Supply Chain Management; manage contractor delivery, materials, and equipment
• Lone worker: app based, fall protection, automated response-centre, hardware alarms
• Performance and predictive analytics; employee contribution, asset, service delivery, compliance
• Asset Lifecycle and Inventory Management; BIM asset lifecycle, stock, inventory
• Digitalisation of records: compliance records, condition surveys, job outcomes

Benefits

• Resource efficiency; increase operational service capacity by at least 30%.
• Reduce costs; minimise overheads with streamlined processes. Management by exception.
• Customer experience; empower customers, with integrated self-serve and notifications.
• Realtime appointment booking; deliver a better, more convenient customer experience.
• Compliance; realtime, across assets, employees, contractors and operational delivery.
• Housing-specific processes; from HHSSRS, Decency, Voids, to Awaab’s Law.
• Comprehensive inventory management; materials supply, stock, stores, equipment and tooling.
• Integrated supply chain management; contractor web portal and mobile application.
• Evaluate Performance; assets, workforce contribution, service delivery AI and analytics.
• Comprehensive integration; full suite of web, data, integration services/APIs

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 tenders@totalmobile.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

569825308675739

Contact

Annemarie Steele
02890330111
tenders@totalmobile.co.uk

About your service

• Service categories:

  Applications

  Enterprise resource management

  • Asset life-cycle management
• Multi cloud support: No

Service scope

• Software add-on or extension: Yes
• What software services is the service an extension to: Housing management systems, ERP systems, Asset management systems, tenant portals, finance systems
• Cloud deployment model: Public cloud
• Service constraints: The service requires reliable mobile connectivity and compatible smart devices to ensure full functionality, including Safe Check activation. Performance may be reduced on outdated or unsupported hardware. Planned maintenance windows may temporarily impact availability and will be communicated in advance. Integration with third party systems depends on customer provided access, configuration, and supported versions. Offline mobile capability is available but may limit some features until connectivity is restored. Lone worker functionality relies on device sensors and network coverage, which may affect accuracy in low signal environments.
• System requirements:
  • Internet access
  • Compatible Smart Devices

User support

• Email or online ticketing support: Yes
• Support response times: Urgent Priority: Critical business impact. Target Response Time 30 minutes. Mandated means of communicating the Incident by Licensee: Phone only.; High Priority: Significant business impact. Target Response Time 1 hour. Mandated means of communicating the Incident by Licensee: via online portal.; Medium Priority: Some business impact. Target Response Time 4 hours. Mandated means of communicating the Incident by Licensee via online portal.; Low Priority: Minimal impact. Target Response Time 8 hours. Mandated means of communicating the Incident by Licensee via online portal.; Weekend services can be provided by arrangement and will be a chargeable service.
• 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: No
• Onsite support: Yes, at extra cost
• Support levels: Totalmobile's support & maintenance is included as part of our overall SaaS offering. ; The Customer Support team is one function of the larger Customer Experience Group, ; The ITIL focused support service is orientated around 4 tiers with the Totalmobile team representing the 1st to 4th line tiers:; ;  1st Line - Service Desk function who will triage and manage all initial queries. Team is responsible for reviewing opportunities for first line fixes. Primary point of Contact for our customers. Manage Incident Management, Request Management and Major Incident Management;  2nd line – Skilled engineers in a defined area of technology(s). First point of escalation of issues from Service Desk when unable to resolve. ;  3rd line – support the 2nd line team with a range of 3rd line analysts who are the Totalmobile product experts, offering problem management and Major incident response.;  4th line – a point of escalation for 3rd line teams to cover the applications and hosted platform. This team comprises of the product owners, developers and analysts.; ; The Totalmobile support service is focused to a first time fix, comprising of technical analysts rather than call handlers, all trained in the solutions Totalmobile provide.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: As standard, we employ the ‘Train the Trainer’ method. Should this approach not suit your requirements we are open to discussing additional training methods to suit the needs of your business. As well as the training personnel and resources within Totalacademy, all Project Services Consultants involved in your project will be skilled and able to train staff or any other personnel should that be required. ; Our tailored roll-out programme includes extensive training. We recognise that people learn in varied ways, so our training programme is multi-faceted. Our experience and expertise in large, complex deployments has enabled us to create an extensive repository of training resources which would be at the disposal of the customer. ; These resources include: ;  Knowledge Base e-learning ;  Training sessions via video link ;  Online videos accessible via YouTube or intranet ;  Hard and soft copy user guides ;  1:1 train the trainer sessions ;  Customised training content including contextual usage scenarios
• Service documentation: Yes
• Documentation formats: HTML
• End-of-contract data extraction: Data return will occur via an agreed channel such as SFTP and in an agreed format. A formal Exit Strategy Plan is proposed to be discussed and mutually agreed prior to the cessation of services by a cross-functional team with representation from both the customer and Totalmobile. This plan will include standing down of the hosted environment and the return or destruction of data.
• End-of-contract process: It is expected that the below be carried out in consideration of the process. ; • Customer will give Totalmobile adequate notice of their intent to exit the contract, in line with contractual obligations. ; • Customer will provide key stakeholders to advise on what information will be required as part of the exit process ; • Totalmobile will assign a facilitator of the exit process. ; ; Exit Transition Process ; • High level Exit Transition Documentation will be provided outlining the steps that will be taken. ; • Access to any data held by Totalmobile within parameters of technology as requested by the customer. This will be provided in a raw format where available. ; • Totalmobile team member assigned to help facilitate the smooth exit ; ; Totalmobile’s technical team will work to export the data into a raw format that will then be provided to the customer. This will be provided as just the raw data with no schema or low level detail provided. ; Customer confirms that the data is accessible, Totalmobile will then delete all historical data by destroying the databases. ; Totalmobile will follow up with an email confirmation to the customer to advise that this has been completed and that no data is retained.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
  • Safari
• Application to install: Yes
• Compatible operating systems:
  • Android
  • IOS
  • Windows
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The desktop service in Totalmobile Asset Lifecycle Management provides the full operational and administrative interface. It enables asset managers to access complete asset records, analyse lifecycle performance, manage compliance, plan maintenance, forecast budgets, and configure system behaviours. It is suited to strategic decision‑making and heavy data interaction.; The mobile service equips field operatives to update asset information in real time—capturing condition data, photos, surveys, and compliance evidence directly on‑site. This ensures the desktop system receives accurate, up‑to‑date input from the field to maintain a single source of truth.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: The Totalmobile ALM service interface is delivered through the Field First platform, providing a unified, cloud‑based environment for managing asset data, inspections, maintenance cycles, compliance and evidence. Back‑office users access a full desktop interface that offers complete visibility of asset records, programmes of work, schedules, documents and KPIs, ensuring informed lifecycle planning. Field workers interact via mobile apps to capture real‑time condition data, photos and proof of work, feeding directly into the central ALM system. The service integrates with the wider Totalmobile platform, enabling seamless coordination with scheduling, intelligence and work order management..
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Our applications are provided both as web applications and on generic consumer devices using native applications and as such make use of many accessibility features native to the operating system. All our products are developed with a focus on the end user, their ease of use and inclusivity. Accessibility will always be a consideration when developing new functionality for existing and new products. A number of our development, testing and product teams have accessibility needs and form part of our input process through the development lifecycle. As an example, vision support for zooming and display accommodations, guided learning access, speech, text and interactions such as assistive touch, keyboard and call auto routing. We evaluate using automated tooling like SiteImprove. The SiteImprove tool scans the website and measures against the WCAG standards and where appropriate we make changes.
• API: Yes
• What users can and can't do using the API: Integration strategy focuses on delivering secure, scalable, stable interoperability across all software our capabilities using the Unity Integration Platform and modern RESTful APIs. APIs are standards-based, fully documented through Swagger, and designed for high availability, near real-time data exchange and strong validation. Unity provides a consistent, structured approach that reduces complexity and enables reliable integration with enterprise systems.; ; Users can create, update and deactivate core operational entities such as personnel, tasks, schedules, assets and other domain-specific records. They can synchronise operational data with back-office systems, automate workflows and post lifecycle events (e.g., absences, timesheets or task allocations/activity). APIs also support secure authentication, real-time submissions and controlled access to structured data for reporting or analytics.; ; APIs operate within defined schemas, rules and data models, users cannot modify protected configurations, internal logic or system-controlled workflows. Certain configuration tasks must be performed via the application to ensure data integrity, safety and auditability. Consumers must adhere to schema constraints, and not all product settings or behavioural controls are available through integration endpoints.; ; Users configure integrations using standard authentication, published endpoint specifications and Unity’s consistent object model. Once connected, changes occur through real-time API calls with clear validation and error handling to maintain data quality.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • ODF
  • PDF
  • Other
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Totalmobile ALM provides a configurable environment that allows organisations to tailor asset management processes, reporting, and workflow behaviour. According to Totalmobile & New Forest District Council, dashboards are fully customisable per work type and contract, ensuring teams can surface the most relevant asset, compliance, and cyclical‑work information. The ALM platform also supports configurable cyclical programmes, planned works structures, asset records and evidence requirements, enabling organisations to adapt the service to their operational needs. ; Customisation is achieved through the Totalmobile platform tools, where users can modify dashboards, job flows, reporting layouts and asset‑related configurations. The system’s open architecture also allows integration customisation through open APIs and flat‑file exchanges. ; Who can customise:; • Back‑office administrators can configure dashboards, asset structures, cyclical programmes, workflows, and work‑type settings.; • Totalmobile Professional Services manage deeper platform customisation during implementation, including complex integrations and data models ; • End‑users contribute by capturing real‑time field data that shapes asset lifecycle insights but do not customise the configuration. ; Overall, ALM combines customer‑driven configuration with Totalmobile‑supported customisation to ensure the system aligns with each organisation’s asset strategy.

Scaling

• Independence of resources: Our Platform team constantly reviews the activity to ensure that all our services are appropriately resourced. When we need to increase memory, DTU's etc., that is done very simply and applied within a few minutes. We can also auto-scale based on a schedule; therefore, if we have a customer who expects a peak in usage at set times of the week or year, we can automatically tell Azure to increase available resources in advance so that the systems are prepared before the spike happens, thereby avoiding any performance impact as a result of the increased load.

Analytics

• Service usage metrics: Yes
• Metrics types: Service metrics help us both ensure that the system is performing as expected but also to help plan improvements to the platforms as we can see how the systems are utilised and where possible future issues may occur which includes:; ; • Management & testing of backups; ; • Management & testing of DRS; ; • Monitoring of core application endpoints & infrastructure services ; ; The aim is to allow our customers to concentrate on using and maximising the value of the licenses they have purchased and not have to spend time managing and maintaining the infrastructure.
• Reporting types: Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Baseline Personnel Security Standard (BPSS)

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: ‘IT Health Check’ performed by a CREST-approved service provider
• 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
  • Other
• Other data at rest protection approach: Data at rest is encrypted end to end. In Azure, we use service side encryption with AES 256 for storage, disks, SQL, and backups; keys are either Microsoft managed by default or customer managed via Azure Key Vault where required. Azure’s data at rest cryptography uses FIPS 140 2–validated modules. On endpoints, Totalmobile applications encrypt all resident data using SQLCipher (AES 256). Per device database keys are generated securely on the device and protected using user/device factors and a KDF; data is only accessible to the registered user via the application on the enrolled device.
• 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:
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Degaussing
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Data can be exported from the system in a variety of methods, including PDF, Excel, CSV, HTML and XML, depending on how you may then want to consume the data. This could be in the form of integration, exports from the data warehouse for reporting purposes, surfaced in Insight our reporting solution which makes use of Power BI for report design, where you can click to export directly or indeed extracts to your own datawarehouse or data lake.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • Excel
  • Word
  • PDF
  • HTML
  • XML
• Data import formats:
  • CSV
  • Other
• Other data import formats: XML

Data-in-transit protection

• Data protection between buyer and supplier networks: TLS (version 1.2 or above)
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: The SLA in place guarantees 99.9% or higher availability as outlined below:; For Azure SQL Databases Microsoft guarantee that, at least 99.99% of the time, customers will have connectivity between their single or elastic Basic, Standard or Premium Microsoft Azure SQL Database and our Internet gateway.; For Cloud Services, Microsoft guarantee that when a customer deploys two or more role instances in different fault and upgrade domains, at least one role instance will have Role Instance Connectivity at least 99.95% of the time.; For all Virtual Machines that have two or more instances deployed in the same Availability Set, Microsoft guarantee that you will have Virtual Machine Connectivity to at least one instance at least 99.95% of the time.; For any Single Instance Virtual Machine using premium storage for all disks, Microsoft guarantee connectivity of at least 99.9% for the Virtual Machine.; Azure DNS - Microsoft guarantee that valid DNS requests will receive a response from at least one Azure DNS name server at least 99.99% of the time.
• Approach to resilience: Our service uses Azure regional pairs (UK West and UK South), redundancy, and failover mechanisms, with a 99.9%+ SLA, ISO22301-aligned controls, and documented disaster recovery for maximum resilience.
• Outage reporting: Incidents and events taking place within the MS Azure environment are flagged to Totalmobile through a dedicated security and event monitoring portal, which would then be investigated and communicated in accordance with the defined incident management process. Records of incident reports are maintained on a central log which is subsequently used to identify recurring issues, weaknesses or vulnerabilities, the results of said reviews being used to drive overall improvements within the application or supplementary systems where possible. Customers will be given login to a service portal for reporting unplanned system outages and incidents, and a phone line for high priority P1 and P2 issues. Agreed service levels will govern the timescales within which an initial response will be provided and then a resolution provided.

Identity and authentication

• User authentication needed: Yes
• User authentication: Multi-Factor Authentication (MFA)
• Access restrictions in management interfaces and support channels: Dedicated logins give customer organisations access to Totalmobile’s WebAdmin platform and individual devices for app use. WebAdmin structures permissions and privileges to enforce least‑privilege access. Access to WebAdmin, hosting environments, and application instances can use additional security measures such as two‑factor authentication (2FA), which is required for using the Totalmobile application. Totalmobile support staff also use 2FA when accessing customer environments. Password complexity, usage rules, and expiry settings can be configured to meet organisational requirements, ensuring secure authentication and alignment with customer policies.
• Access restriction testing frequency: At least every 6 months
• Management access authentication: Multi-Factor Authentication (MFA)

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: User-defined
• 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: ISO/IEC 27001
• Information security policies and processes: We follow a comprehensive suite of information security policies and processes designed to ensure robust governance and protection of data. Our Information Security Policy is adhered to by all staff, attested to annually, and reviewed each year to ensure it remains current and effective. All of our information security policies are subject to internal and external audits to validate compliance with defined controls, policies, and processes. Our policies and procedures are reviewed periodically, typically annually or more frequently, to reflect regulatory changes, industry guidelines, or internal process updates.; ; Totalmobile are compliant with the requirements of UKGDPR/DPA2018 and NCSC Cloud Security Principles. Totalmobile are certified in the following:; ISO27001 (Information Security Management); Cyber Essentials; Cyber Essentials Plus
• 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: Hardware and software components are uniquely identified using software monitoring tools and hardware asset tags as part of an ISO27001 aligned and certified asset management process. Azure utilises a similar process as part of their Data Classification program. Asset registers document the movement of hardware assets, including redeployment or destruction, and monitoring enables up-to-date configuration and change tracking throughout the asset lifecycle.; ; Both Totalmobile and Azure incorporate risk impact assessment as part of their change management processes. Changes are assessed for risks such as failure, rollback issues, or introduction of new vulnerabilities, assigned a rating/RAG status, and monitored by management.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Our vulnerability management process includes proactively applying updates and patches to hardware and software, addressing known vulnerabilities (including those from OWASP) during development, and assessing threats based on impact and likelihood of exploitation to prioritise mitigation. Significant threats are communicated to service users with resolution timeframes and required actions, tracked via the Security Center. Penetration testing is conducted by both Microsoft and Totalmobile, with findings integrated into action plans or development cycles. Security patches from vendors are implemented after a documented risk review. We obtain vulnerability information through internal monitoring, external testing, and vendor bulletins.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: We employ EDR/XDR on all systems. Our Information Security team monitors all user activity, with assistance from our external 24/7 SOC, and conducts investigations as required, while Azure Log Analytics collects and correlates event records in real time to support detection of suspicious activity. When a potential compromise is identified, incidents are managed according to type and data involved, with internal triage and escalation to the Information Security Officer, who coordinates communication and resolution. Incident management processes are aligned to ISO27001:2022 and ensure prompt identification, escalation, containment, and resolution.
• 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: We have pre-defined incident management processes certificated to the ISO27001:2022 Standard, covering identification, escalation, containment, resolution, analysis, and learning, with roles and responsibilities defined to ensure effective management and closure of security incidents. All incidents are controlled by our DPO and managed according to Totalmobile's Incident Response Plan. Incidents are logged in the Incident Management System, assigned a unique reference number, and prioritised based on agreed guidelines. Impacted customers are informed by the Information Security Officer via email with regular updates.
• Post-quantum cryptography secure: Yes

Secure development

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

Public sector networks

• Connection to public sector networks: No

Pricing

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

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

• Less than £250,000: 0%
• Between £250,000 and £500,000: 1%
• Between £500,001 and £1,000,000: 2%
• Between £1,000,001 and £2,500,000: 3%
• Between £2,500,001 and £5,000,000: 4%
• Over £5,000,001: 5%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Approachable Certfication
• ISO/IEC 27001 accreditation date: Wednesday 28 October 2015
• What the ISO/IEC 27001 doesn’t cover: N/A; We meet all of the controls, within the ISO27001:2022 standard, with no exceptions.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: Approachable Certfication
• ISO 9001 accreditation date: Wednesday 30 November 2022
• What the ISO 9001 doesn’t cover: N/A; We meet all of the controls, within the ISO9001:2015 standard, with no exceptions.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 6f3f42dc-df33-4604-a74f-00181191d654
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: A8bdd6ff-e330-4519-9ce7-c894098bc1b0
• 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 tenders@totalmobile.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.