ZAIZI LTD

Cloud Hosting Infrastructure Service

Zaizi provides cloud services across design, build and ongoing support, with a focus on security, clear cost visibility and continuous optimisation. We design scalable, secure and cost-efficient cloud infrastructure that meets your business and hosting needs.

Features

• Cloud best practice and industry standards
• Build, test, package, deploy and support platform services
• Meet resilience, security and compliance requirements
• ITIL-based Incident, Change, Service Request and Release Management
• Automated build
• Rapid onboarding
• Data protection and disaster recovery

Benefits

• Assessment of operational readiness and processes
• Scalable, high performance solutions
• Security-cleared support teams
• 24 x 7 platform support
• Security controls to reduce common cloud risks
• ISO27001 service, NCSC principles

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 sales@zaizi.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

598307822793035

Contact

Andrew Hawkins
0203 582 8330
sales@zaizi.com

About your service

• Service categories:

  PaaS

  Application Platforms

  • Deployment-centric application platforms

Service scope

• Service constraints: We provide AWS, Google and Azure Services. Please see their websites for full service constraints
• System requirements:
  • Requirements are available on https://aws.amazon.com
  • Requirements are available on https://azure.microsoft.com
  • Requirements are available on https://cloud.google.com
• Cloud deployment model:
  • Public cloud
  • Hybrid cloud

User support

• Email or online ticketing support: Yes, at extra cost
• Support response times: Defined within a customer SLA. Zaizi offers Level 2 and Level 3 support services offered for: Core Business Hours 8:00 – 18:00 Extended Business hours (not weekends and Bank Holidays) 24/7 Support Via UK Support desk. Zaizi prioritises all issues raised aiming to resolve within agreed response and resolution times, the table below provides the typical response times offered. P1: Response 1hr, target resolution 4hrs P2: Response 2hr, target resolution 24hrs P3: Response 4hrs, target 5 business days
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• 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: Zaizi offers Level 2 and Level 3 support services supporting the application, platform and infrastructure as required. Level 1 support can be provided as a separate costed option. We operate under an ITIL v4 support model as well as a DevOps model incorporating a Continual Improvement (CI) and automated testing approach. Support is offered for: Core Business Hours 8:00 – 18:00 Extended Business hours (not weekends and Bank Holidays) 24/7 Support Via UK Support desk. Zaizi prioritises all issues raised aiming to resolve within agreed response and resolution times, the table below provides the typical response times offered. P1: Response 1hr, target resolution 4hrs P2: Response 2hr, target resolution 24hrs P3: Response 4hrs, target 5 business days Manually responded by Support-Engineer (as agreed commercially, typically following the below schedule): P1 - respond within 1hrs - fix within 2hrs - updates hourly P2 - respond within 2hrs - fix within 4hrs - updates every 4hrs P3 - respond within 6hrs - fix within 1 business-day P4 - respond within 1 business-day - fix within 2 business day(s) P5 - response as agreed by Backlog owner - fixed within next planned release
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We provide online training for our clients and can arrange onsite training as part of our service delivery. We can also provide videos and documentation.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: Exact extraction will be depend on the service. Data from virtual machines may be copied out using OS-level tools. Databases can have data extracted using client SDK or API tools for example. A formal data transfer process can be produced for each engagement.
• End-of-contract process: Our client may terminate the relationship us for any reason by (i) providing us with notice and (ii) closing the clients account for all services for which we provide an account closing mechanism. Data will typically still be kept for 30 days post the termination, allowing data transfer.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Using the web interface: Users have an account on our support system for placing support calls
• Web interface accessibility standard: WCAG 2.2 AA
• Web interface accessibility testing: We have not tested with user requiring assisted technology.
• API: Yes
• What users can and can't do using the API: Access to standard AWS, GCP and Azure APIs. Administrative access to platform components such as Kubenetes can be provided.
• API automation tools:
  • Ansible
  • Chef
  • OpenStack
  • SaltStack
  • Terraform
  • Puppet
• API documentation: No
• Command line interface: Yes
• Command line interface compatibility:
  • Linux or Unix
  • Windows
  • MacOS
• Using the command line interface: Public cloud provider CLIs provide access as documented by the upstream cloud providers. The capabilities encompass all API functionality subject to any documented restrictions. Platform tooling such as Kubenetes also provides CLI tools.

Scaling

• Independence of resources: We make use of AWS, GCP or Azure service capabilities to ensure guarantee when needed.
• 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
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Developed Vetting (DV)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
• 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 CHECK service provider
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Physical access control, complying with another standard
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Degaussing
  • Physical Destruction / Hardware containing data is completely destroyed

Backup and recovery

• What’s backed up:
  • Object storage
  • Block storage
  • Databases
  • Agreed additional data
• Backup controls: Backup processes are agreed for each client upfront and in line with AWS, GCP or Azure service offerings.
• Datacentre setup: Multiple datacentres with disaster recovery
• Scheduling backups: Supplier controls the whole backup schedule
• Backup recovery: Users contact the support team
• 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
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: We meet the SLAs for the AWS, GCP and Azure services, available on their websites
• Approach to resilience: We utilise the AWS, GCP and Azure cloud datacentre resilience. More details available on request.
• Outage reporting: Reporting is through AWS, GCP and Azure interfaces. Availability through dashboards can be provided.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: Zaizi implements secure connectivity for Management Interfaces and Support Channels by implementing technical restrictions e.g. IP whitelisting and network segregation, requiring users to be located at trusted locations or requiring the use of trusted managed VPN connectivity for remote access if permitted. Industry standard good practices are enforced for authentication systems. E.g. multi-factor authentication and central management of user credentials ensures processes remain compliant and audited appropriately. Network connectivity for administrative access to systems for management and support is handled with appropriate levels of security on a project-specific basis, implementing defence in depth and zero trust approaches.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)
  • 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)
  • Dedicated device over multiple services or networks
  • Any device but through a bastion host (a bastion host is a server that provides access to a private network from an external network such as the internet)

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 ISO27001, Cyber Essentials plus and NCSC guidance

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Zaizi follows ITIL processes for service delivery including compliance to ISO27001. The AWS platform. Changes to hosting services and features follow secure software development practices, including security risk reviews prior to launch. Developer access to production environments is via explicit access system requests, subject to owner review and authorisation. Teams set bespoke change management standards per service, underpinned by industry standard guidelines. All production environment changes are reviewed, tested and approved. Stages include design, documentation, implementation (including rollback procedures), testing (non-production environment), peer to peer review (business impact/technical rigour/code), final approval by authorised party.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Zaizi software development practices include the generation of software bills of materials, tracking supply chains and implementing version control. This allows for ongoing monitoring and tracking of any identified vulnerabilities throughout the development and support lifecycle using tools such as GitHub Dependabot and OWASP DependencyTrack. Zaizi developed code is scanned for vulnerabilities using industry standard tooling such as SonarQube, and automated tooling is used to provide ongoing vulnerability tracking such as Amazon Inspector and ECR Image Scanning in AWS. Managed security tools are implemented to mitigate known threats and vulnerabilities, for example AWS Shield and AWS WAF.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Azure, GCP and AWS deployed monitoring devices to collect information on unauthorised activity, responding within the SLA's quoted for support.
• Incident management type: Supplier-defined controls
• Incident management approach: Azure, GCP and AWS controls. E.g AWS adopts a three-phased approach to manage incidents: 1. Activation and Notification Phase 2. Recovery Phase 3. Reconstitution Phase To ensure the effectiveness of the AWS Incident Management plan, AWS conducts incident response testing, providing excellent coverage for the discovery of defects and failure modes as well as testing the systems for potential customer impact. The Incident Response Test Plan is executed annually, in conjunction with the Incident Response plan. It includes multiple scenarios, potential vectors of attack, the inclusion of the systems integrator in reporting and coordination and varying reporting/detection avenues.
• 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)

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: AWS/GCP/Azure
• How shared infrastructure is kept separate: Using AWS, GCP and Azure processes

Energy efficiency

• Energy-efficient datacentres: Yes
• Description of energy efficient datacentres: Our partners AWS, GCP and Azure. For example, AWS has a long-term commitment to achieve 100% renewable energy usage for its global infrastructure footprint. In January 2018, AWS achieved 50% renewable energy usage

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

  Zaizi provides Public Cloud services delivered using Amazon Web Services (AWS), Azure and Google Cloud Platform (GCP) and associated Zaizi professional and managed services. Pricing is transparent, usage-based and aligned to publicly available pricing from the cloud provider, combined with Zaizi’s published service rate cards.; Baseline Pricing is made up of two components:; Cloud Infrastructure Costs; These are based on pay-as-you-go pricing for compute, storage, networking and managed services published by the cloud provider. Charges are calculated according to actual consumption (for example, per hour, per GB stored, or per request), as defined in the pricing documentation.; https://aws.amazon.com/pricing/; https://cloud.google.com/pricing/list; https://azure.microsoft.com/en-gb/pricing; Zaizi Service Charges; Zaizi’s professional services (e.g. cloud architecture, migration, DevOps, security and ongoing support) are priced using fixed prices, capped time and materials, or day rates as published in Zaizi’s G-Cloud service catalogue.; Buyers calculate the Total Cost by combining AWS/Azure or GCP usage charges with Zaizi service charges for the duration of the call-off contract, adjusted for any applicable discounts, onboarding costs and cost variations.; Baseline pricing information for Zaizi services is published within the G-Cloud Digital Marketplace catalogue. AWS/Azure and GCP baseline pricing is publicly available and independently maintained.

  Baseline Pricing - Web link

  https://aws.amazon.com/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

  Additional sources of cost for buyers contracting with Zaizi Ltd under a Public Cloud deployment may include factors driven by service complexity, scale, and external dependencies.; Onboarding and Transition Costs; Depending on the buyer’s starting position, onboarding activities may include discovery, architecture design, security configuration, migration planning, data transfer, and knowledge transfer. These are typically priced as fixed-scope onboarding services or short, capped engagements.; Usage Variability; Public cloud services are consumption-based, so costs may increase if workloads scale beyond initial estimates, such as increased compute usage, storage growth, data transfer, or higher availability requirements.; Operational and Management Overheads; Costs may increase where buyers require enhanced operational services, such as extended service hours, higher support tiers, additional compliance controls, or bespoke reporting and governance.; External Cost Drivers; Cloud provider costs are regularly calculated in USD, so exchange rate fluctuations may affect GBP pricing. Energy price changes or pricing adjustments from the provider may also impact costs, though these are transparently reflected in public pricing.; Optional Services; Additional tools or third-party integrations (e.g. monitoring, security tooling, or CI/CD platforms) may introduce further licence or usage-based charges, subject to buyer approval.; Any additional costs will be clearly identified and agreed during call-off.

  -

  Additional sources of cost reduction

  Zaizi Ltd supports buyers in actively reducing costs throughout the lifecycle of Public Cloud services.; Public Sector and Framework Discounts; Providers may offer public sector pricing benefits and service-specific discounts, which Zaizi will apply where eligible. Zaizi also applies any framework-mandated minimum discounts within its G-Cloud service pricing.; Commitment-Based Savings; Where appropriate, Zaizi advises buyers on cost savings, for example Compute Savings Plans or Reserved Instances with AWS, which can significantly reduce compute costs in return for predictable usage commitments.; Cost Optimisation and FinOps Practices; Zaizi embeds cloud cost optimisation as part of its delivery approach, including right-sizing of resources, automated scaling, removal of unused services, and cost allocation through tagging. These activities reduce waste and ongoing operational spend.; Efficient Architecture Design; Using cloud-native and serverless services can reduce infrastructure and management overheads. Zaizi designs solutions that optimise performance and cost while meeting user and security requirements.; Volume and Long-Term Engagement Discounts; For larger or longer-term engagements, Zaizi may offer discounted day rates or fixed-price services, providing buyers with improved value for money.; All cost reductions are transparently communicated and reflected in call-off pricing to ensure best value for buyers.

  ---

• Total Cost: The Total Cost for a buyer's call off requirement in a Public Cloud Deployment
• Baseline Pricing: Zaizi provides Public Cloud services delivered using Amazon Web Services (AWS), Azure and Google Cloud Platform (GCP) and associated Zaizi professional and managed services. Pricing is transparent, usage-based and aligned to publicly available pricing from the cloud provider, combined with Zaizi’s published service rate cards.; Baseline Pricing is made up of two components:; Cloud Infrastructure Costs; These are based on pay-as-you-go pricing for compute, storage, networking and managed services published by the cloud provider. Charges are calculated according to actual consumption (for example, per hour, per GB stored, or per request), as defined in the pricing documentation.; https://aws.amazon.com/pricing/; https://cloud.google.com/pricing/list; https://azure.microsoft.com/en-gb/pricing; Zaizi Service Charges; Zaizi’s professional services (e.g. cloud architecture, migration, DevOps, security and ongoing support) are priced using fixed prices, capped time and materials, or day rates as published in Zaizi’s G-Cloud service catalogue.; Buyers calculate the Total Cost by combining AWS/Azure or GCP usage charges with Zaizi service charges for the duration of the call-off contract, adjusted for any applicable discounts, onboarding costs and cost variations.; Baseline pricing information for Zaizi services is published within the G-Cloud Digital Marketplace catalogue. AWS/Azure and GCP baseline pricing is publicly available and independently maintained.
• Baseline Pricing - Web link: https://aws.amazon.com/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: Additional sources of cost for buyers contracting with Zaizi Ltd under a Public Cloud deployment may include factors driven by service complexity, scale, and external dependencies.; Onboarding and Transition Costs; Depending on the buyer’s starting position, onboarding activities may include discovery, architecture design, security configuration, migration planning, data transfer, and knowledge transfer. These are typically priced as fixed-scope onboarding services or short, capped engagements.; Usage Variability; Public cloud services are consumption-based, so costs may increase if workloads scale beyond initial estimates, such as increased compute usage, storage growth, data transfer, or higher availability requirements.; Operational and Management Overheads; Costs may increase where buyers require enhanced operational services, such as extended service hours, higher support tiers, additional compliance controls, or bespoke reporting and governance.; External Cost Drivers; Cloud provider costs are regularly calculated in USD, so exchange rate fluctuations may affect GBP pricing. Energy price changes or pricing adjustments from the provider may also impact costs, though these are transparently reflected in public pricing.; Optional Services; Additional tools or third-party integrations (e.g. monitoring, security tooling, or CI/CD platforms) may introduce further licence or usage-based charges, subject to buyer approval.; Any additional costs will be clearly identified and agreed during call-off.
• Additional sources of cost reduction: Zaizi Ltd supports buyers in actively reducing costs throughout the lifecycle of Public Cloud services.; Public Sector and Framework Discounts; Providers may offer public sector pricing benefits and service-specific discounts, which Zaizi will apply where eligible. Zaizi also applies any framework-mandated minimum discounts within its G-Cloud service pricing.; Commitment-Based Savings; Where appropriate, Zaizi advises buyers on cost savings, for example Compute Savings Plans or Reserved Instances with AWS, which can significantly reduce compute costs in return for predictable usage commitments.; Cost Optimisation and FinOps Practices; Zaizi embeds cloud cost optimisation as part of its delivery approach, including right-sizing of resources, automated scaling, removal of unused services, and cost allocation through tagging. These activities reduce waste and ongoing operational spend.; Efficient Architecture Design; Using cloud-native and serverless services can reduce infrastructure and management overheads. Zaizi designs solutions that optimise performance and cost while meeting user and security requirements.; Volume and Long-Term Engagement Discounts; For larger or longer-term engagements, Zaizi may offer discounted day rates or fixed-price services, providing buyers with improved value for money.; All cost reductions are transparently communicated and reflected in call-off pricing to ensure best value for buyers.

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

  Sole Control of the Infrastructure

  ISO 9001 certification

  Provided

  ISO 14001 certification

  Provided

  ISO 27001 certification

  Provided

  ISO 20000-1 certification

  Provided

  ISO 27017 certification

  Provided

  Are you bidding to provide services under Lot 1b or both Lot 1a and Lot 1b?

  Yes

  ISO 27018 certification

  Provided

Cyber Essentials

• Do you have a Cyber Essentials Plus certificate?: Yes
• Cyber Essentials Plus certificate Number: 6a5c2e55-8181-42c7-885a-bab186e812d8

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
    • 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 sales@zaizi.com. Tell them what format you need. It will help if you say what assistive technology you use.