Connecting Software s.r.o. & Co. KG

SharePoint Structure Creator

SharePoint Structure Creator is a solution that automatically builds and maintains a consistent folder and document structure in SharePoint based on data from your CRM (Dynamics 365) system.

Features

• Automatically create SharePoint document libraries and folders from CRM
• Rule-based structure definitions to ensure consistent document hierarchies across entities.
• Supports SharePoint Online and on-premises
• Integrates via server-side connection, no client installation required.
• Automation engine triggers structure creation on record creation
• Configurable naming conventions use dynamic placeholders from source system fields.
• Logs operations and errors for monitoring, diagnostics, and auditing.
• Supports multi-tenant and multi-environment scenarios for enterprise deployments.

Benefits

• Eliminate manual folder creation, saving time and reducing user errors.
• Enforce standardized structures so teams always find documents easily.
• Avoid SharePoint unique permission limits, ensuring reliable performance and scalability.
• Link documents to CRM records, improving context and information traceability.
• Speed up onboarding by providing familiar, consistent document locations.
• Strengthen compliance by enforcing controlled structures aligned with governance rules.
• Reduce IT support tickets about missing folders or wrong locations.
• Simplify audits with consistent document storage patterns organization-wide.
• Improve collaboration as everyone accesses the same structured, up-to-date repositories.
• Support digital transformation by automating document organization across systems.

• Education pricing available
• Free trial available

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 office@connecting-software.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

590464965647246

Contact

Thomas Berndorfer
0043 1 3707 200
office@connecting-software.com

About your service

• Service categories:

  Applications

  Customer relationship management

  • Sales force productivity and management
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes
• What software services is the service an extension to: Microsoft Dynamics 365; Microsoft SharePoint; Office 365; Microsoft 365
• Cloud deployment model: Public cloud
• Service constraints: No.
• System requirements:
  • No customer-side system components are required beyond the standard ...
  • ... target platforms and their licenses.

User support

• Email or online ticketing support: Yes
• Support response times: Within Standard Support Hours, we will acknowledge and provide an initial response to support requests within four (4) hours.; For Critical requests submitted during Standard Support Hours or under pre-arranged Extended/Priority support, the initial response time objective is ninety (90) minutes. At the latest, a response will be provided on the next working day.
• 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: Yes, at an extra cost
• Web chat support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: None or don’t know
• How the web chat support is accessible: Standard live chat on our website.
• Web chat accessibility testing: N/A
• Onsite support: Yes, at extra cost
• Support levels: Standard Support Hours:; Monday to Friday, 7 AM to 6 PM UTC, excluding our internal Global Holiday Schedule.; Support outside Standard Support Hours is considered Extended or Priority support and is available upon request.; ; Request Priority; Requests are prioritized by severity, as assessed by the individual submitting the support case, and handled on a first-come, first-served basis within each priority level.; ; Extended Support Rates:; • Level 1: 120 EUR/hour + VAT; o Monday to Friday, 6 PM to 10 PM UTC, excluding our internal Global Public Holiday Schedule; • Level 2: 200 EUR/hour + VAT; o Monday to Friday, from 10 PM to 7 AM UTC, excluding our internal Global Public Holiday Schedule; o Saturday and Sunday
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: User documentation & getting started videos, and demos.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: The solution handles folder creation so it does not contain data to be extracted.
• End-of-contract process: If the buyer decides to stop using this solution, the previously created folder structure will remain in place. When new documents are added to D365, the standard/uncustomized folder creation will be used.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: UI to configure the service
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: ACR Toolkit, axe DevTools and Microsoft Edge Accessibility
• API: No
• Customisation available: Yes
• Description of customisation: Users can define specific rules for creating the folder structures by using custom LUA queries

Scaling

• Independence of resources: We ensure users aren’t adversely affected by the demand other users place on our service by automatically scaling our core components based on real-time load, replicating critical services and data across multiple availability zones for redundancy and seamless failover, and using Azure Load Balancer to intelligently distribute incoming traffic across multiple service instances so that no single tenant, component, or infrastructure zone becomes a performance bottleneck.

Analytics

• Service usage metrics: Yes
• Metrics types: License and Users
• Reporting types: Real-time dashboards
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Baseline Personnel Security Standard (BPSS)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • European Economic Area (EEA)
  • Other locations
• User control over data storage and processing locations: Yes
• Datacentre security standards: Managed by a third party
• Penetration testing frequency: At least once a year
• Penetration testing approach: In-house
• Protecting data at rest:
  • Encryption of all physical media
  • Other
• Other data at rest protection approach: Sensitive data is encrypted; Azure Key Vault for key management; Azure data center physical security and resilience
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure

Data importing and exporting

• Data export approach: Our products don’t contain any users’ data, thus there is no need to export it. However, we support export of logs if needed, which can be done in a product’s UI.
• Data export formats: CSV
• Data import formats: CSV

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: We guarantee an SLA of 99.9%. In cases of unavailability, customers can always reach us through our support portal, https://portal.connecting-software.com/, to request a refund.
• Approach to resilience: 1. General; Our solution is hosted in Azure, and we utilize all the needed means to provide the needed SLA.; ; 2. Autoscaling ; We have implemented autoscaling for the core components of our SaaS solution to ensure high availability and resilience. Autoscaling dynamically adjusts the number of resources allocated to our services based on demand, enabling us to handle varying workloads efficiently and maintain optimal performance. This approach ensures that our customers can rely on our solution even during periods of increased traffic or usage, providing a seamless and uninterrupted experience.; ; 3. Redundancy and Failover ; Our SaaS solution is designed with redundancy and failover mechanisms to maintain availability in the event of component failures or outages. By replicating critical services and data across multiple availability zones, we minimize the risk of single points of failure and ensure that our customers can continue using our solution even in the face of unexpected disruptions. ; ; 4. Load Balancing ; We utilize Azure Load Balancer to distribute incoming traffic across multiple instances of our services, ensuring optimal performance and maintaining high availability.
• Outage reporting: Our service is hosted either in customers environment or in Microsoft Azure.; We have email reporting, API, and dashboard.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: We do server-to-server services. No end user needs to be registered. Registration is over Microsoft. The administrators have to use Username and PW, modern authentication, MFA, or others
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password

Audit information for users

• Access to user activity audit information: Users contact the support team to get audit information
• How long user audit data is stored for: Between 1 month and 6 months
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: Between 1 month and 6 months
• How long system logs are stored for: Between 1 month and 6 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: Our information security policies are based on the requirements of ISO 27001, which provides a framework for establishing, implementing, maintaining, and continually improving an information security management system. We have a comprehensive set of policies and procedures that cover all aspects of information security, including access control, incident management, network security, and physical security.; We also comply with the General Data Protection Regulation (GDPR), which sets strict requirements for the handling of personal data. Our policies and procedures are designed to ensure that we meet all GDPR requirements, including data protection by design and default, data minimization, and data subject rights.; Our reporting structure for information security is clearly defined and documented. We have a dedicated information security team that is responsible for overseeing the implementation and enforcement of our policies and processes. This team reports to our senior management, who are ultimately responsible for ensuring that our information security practices are effective and up to date.; To ensure that our policies are followed, we conduct regular internal audits and reviews of our information security practices. We also provide ongoing training to our employees to ensure that they are aware of their responsibilities and the importance of maintaining information security.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Our configuration and change management processes are designed to ensure the integrity and security of our services. We track service components through their lifecycle using a centralized configuration management database (CMDB), maintaining an accurate inventory and relationship map. Changes are proposed through a controlled system, with each evaluated for potential security impact via risk assessments and security reviews. These are documented, approved, and overseen by our dedicated Change Advisory Board (CAB), which includes security experts. Post-implementation, changes undergo rigorous verification and impact analysis to confirm their effectiveness and detect any unforeseen security concerns.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We maintain a formal vulnerability management program. We regularly assess our systems through automated vulnerability assessments and annual external penetration tests, and we promptly remediate identified issues. Patch management is supported by an automated pipeline that runs daily to verify software and dependency versions and detect mismatches, ensuring libraries and frameworks are kept up to date with reliable and secure versions. In addition, we operate daily automated SAST and DAST pipelines to continuously identify potential code-level and runtime vulnerabilities. Threat information is derived from these tests, security tooling, and ongoing security audits and reviews.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We perform logging and monitoring of all infrastructure activities to detect anomalies and security incidents. Events are centrally collected and reviewed by authorized personnel as part of our vulnerability management and incident‑management processes. Potential compromises are investigated, remediated, and tracked under these processes; responses are initiated promptly in line with ISO 27001/GDPR-driven requirements for timely incident handling.
• Incident management type: Supplier-defined controls
• Incident management approach: Our incident management process is robust, with pre-defined responses for common events to ensure swift and effective action. Users can report incidents through multiple channels, including email, phone, or our secure web portal, which are monitored by our dedicated incident response team.; Upon receiving an incident report, we initiate a structured protocol that categorizes and prioritizes the incident for proper response. Communication is maintained with the user throughout the resolution process. Post-incident, we provide detailed reports that include incident analysis, response activities, and preventative measures implemented. This documentation is made available to users for transparency and process improvement insights.
• 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: Yes
• Free trial available: Yes
• Description of free trial: The free trial is valid for 15 days and includes full product functionality. We’re flexible and happy to adjust it to fit your specific evaluation needs better.
• Link to free trial: https://shop.connecting-software.com/product/free-trial-sharepoint-structure-creator/

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

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

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: TUV Sud
• ISO/IEC 27001 accreditation date: Thursday 1 July 2021
• What the ISO/IEC 27001 doesn’t cover: Aspects of our development process are not yet formally included within the ISO/IEC 27001 certification scope. However, we apply ISO/IEC 27001-aligned security controls and best practices in development to ensure consistent information protection. We are actively working towards formally incorporating development into our certification scope in the near future.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: TUV Sud
• ISO 9001 accreditation date: Thursday 1 July 2021
• What the ISO 9001 doesn’t cover: Aspects of our development process are not yet formally included within the ISO 9001 certification scope. However, we apply ISO 9001-aligned best practices in development to ensure consistent information protection. We are actively working towards formally incorporating development into our certification scope in the near future.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: None of the criteria
• Cyber essentials plus: No
• Cyber Essentials Alternative: None of the criteria
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

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

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

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Ensuring new workers are informed of their right to join a trade union
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
    • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
    • Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
    • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
    • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Volunteering opportunities for staff
    • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
    • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
    • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
    • How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
    • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

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

    Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
    • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract

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

    Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • Plans for positive actions with community groups.
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives
    • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
    • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events

  • Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero

    Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.

    • Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
    • Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 6: Employment and training: For those who face barriers to employment

    • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
    • Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
    • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
    • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
    • Introducing transparency to pay and reward processes
    • Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
    • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
    • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.

    • Understanding of the issues affecting the development of new skills by target cohort
    • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
    • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery
    • Content of the outreach activity is designed to suit the target cohort
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort

  • Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.

    Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.

    • Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
    • Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
    • Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
    • Actions to invest in the physical and mental health and wellbeing of the contract workforce

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at office@connecting-software.com. Tell them what format you need. It will help if you say what assistive technology you use.