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VE3 GLOBAL LTD

Business Technology Platform

SAP Cloud Platform (VCP) is a platform-as-a-service (PaaS) product offering a development and environment for cloud applications. Built on SAP HANA in-memory database technology, SCP utilizes open source and open standards, enabling independent software vendors, startups, and developers to build and test cloud applications based on VE3 in-memory database technology.

Features

  • Creating mobile apps for field service workers
  • Employee recruitment travel and expense management application
  • Automating employee onboarding processes
  • Developers flexibility
  • Variety of programming languages
  • Connect enterprise applications and data to IoT

Benefits

  • Integration of SAP Business Suite and SAP SuccessFactors

Pricing

  • Education pricing available

Service documents

Request an accessible format
If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at prime@ve3.global. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

6 0 9 2 9 3 1 1 6 5 8 8 2 4 4

Contact

VE3 GLOBAL LTD Nikhil Alex
Telephone: 02045520840
Email: prime@ve3.global

About your service

Service categories

PaaS

Application Platforms

  • Deployment-centric application platforms

Service scope

Service constraints
Quaterly upgrades, agreed scheduled downtime for updates. Customer are always on the latest version.
System requirements
  • HTML5 based browser (Broswer/Device Agnostic)
  • Internet connection
Cloud deployment model
Public cloud

User support

Email or online ticketing support
Yes
Support response times
24*7
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
Standard (Bronze) – Business hours support (09:00–17:30 UK), incident and request handling, access to cloud support engineers, monthly reporting.

Enhanced (Silver) – Extended hours (e.g., 07:00–20:00), proactive monitoring and improved response SLAs.

Premium (Gold) – 24×7 cover, continuous monitoring, priority P1/P2 handling, regular service reviews.

Managed (Platinum) – Full 24×7 managed service including optimisation, patching, and release management.
Support available to third parties
Yes

Onboarding and offboarding

Getting started
We provide a structured onboarding process to help users begin using the service quickly and safely. This includes access to clear user documentation, setup guides and configuration templates tailored to the chosen cloud platform.

We offer online training sessions, covering console navigation, identity and access management, resource provisioning, monitoring and cost controls. For buyers requiring deeper enablement, we also provide optional onsite or virtual workshops, walk-throughs of key features, and hands-on sessions for administrators and developers.

During onboarding, users receive support from a cloud engineer to help with environment setup, connectivity, security configuration and best-practice deployment patterns. We also guide users through initial policies, tagging structures and governance controls to ensure the environment is configured correctly from the start.

This approach ensures all users—technical and non-technical—can begin using the service confidently and efficiently.
Service documentation
Yes
Documentation formats
PDF
End-of-contract data extraction
At contract end, users retain full control of their data and can export it directly from the cloud platform using any preferred method. All Lot 1a services support data extraction through multiple options, including:

Web console download (object storage, file shares, database exports)

API-based retrieval (REST/JSON endpoints)

Command line tools (Azure CLI, AWS CLI, gcloud, OCI CLI, VMware CLI)

Bulk export utilities (storage migration tools, database dump/export commands)

Infrastructure-as-code templates to redeploy configurations elsewhere

Users may also migrate data to another environment by transferring object/bucket storage, exporting snapshots, or using encrypted transfer to alternative cloud or on-prem systems.

VE3 provides guidance during offboarding to ensure all data is exported successfully, including support for verification and integrity checks. After the customer confirms extraction, all remaining data is securely deleted in line with client instructions and cloud-provider retention policies.
End-of-contract process
When the contract approaches expiry, the customer is notified in advance and an agreed offboarding window is provided. During this period, users retain full access to their Google Cloud Console, APIs, CLI tools and VE3 support channels so they can export data, remove resources, migrate workloads or transfer services to another provider. VE3 maintains access rights, monitoring and basic support throughout offboarding to ensure users can safely extract VM images, databases, storage objects, logs and configurations. Once the customer confirms that all required data has been extracted, VE3 schedules the secure deprovisioning and sanitisation of remaining resources in line with Google Cloud’s data-deletion policies.

The contract price includes guidance on offboarding steps, continued portal and API access during the offboarding period, standard support for data extraction questions, and confirmation of secure deletion. Additional costs apply only where users require extended assistance—such as migration engineering, large-scale data transfer support, custom export tooling, or a managed transition project. These activities can be delivered on request as optional professional services.
Documentation accessibility standard
WCAG 2.2 AA

Using the service

Web browser interface
Yes
Using the web interface
All Lot 1a services include a secure, browser-based web interface that allows authorised users to provision, configure, monitor and manage cloud resources. Through the web console, users can set up services, deploy infrastructure components (compute, storage, networking, PaaS resources), configure security policies, review billing and usage, manage IAM roles, and perform operational tasks such as scaling, backup configuration and health monitoring.

Users can make changes through the interface at any time, including modifying resource parameters, updating configurations, creating or deleting instances, integrating services, or adjusting cost controls. Access is role-based to ensure users only perform actions permitted by their assigned permissions.

Limitations vary by provider but typically include:

some advanced automation functions may require CLI/API/Terraform

certain enterprise integrations or custom deployments may require backend configuration

infrastructure-level restrictions may apply based on buyer policy or governance

The interface supports multi-factor authentication, audit trails and role-based access to maintain security and compliance.
Web interface accessibility standard
WCAG 2.2 AA
Web interface accessibility testing
Cloud consoles provided by major vendors (Azure, AWS, Google Cloud, Oracle, VMware, SAP) undergo regular accessibility testing, including compatibility with screen readers (JAWS, NVDA), keyboard-only navigation, high-contrast modes and zoom tools. VE3 additionally validates user workflows during onboarding to ensure compatibility for users relying on assistive technologies. No barriers have been identified for standard administrative operations.
API
Yes
What users can and can't do using the API
Authorised users can use our REST/JSON APIs and the underlying cloud-provider APIs to provision, configure and manage environments. Typical operations include: creating and updating compute, storage and networking resources; deploying and scaling PaaS components (databases, integration services, data platforms); managing identities, tags, policies and cost controls; and retrieving monitoring, logging and billing data.

Services can be set up through the API by creating a tenant/subscription, defining resource groups or projects, and then deploying parameterised templates or infrastructure definitions. Changes are made by updating resource definitions or calling configuration endpoints; these can be fully automated in CI/CD pipelines.

Limitations include role-based restrictions (destructive or security-sensitive operations are limited to appropriate roles), provider-imposed rate limits, and a small number of advanced features that may only be exposed via the management console or change management process rather than the public API.
API automation tools
  • Ansible
  • Chef
  • SaltStack
  • Terraform
  • Puppet
API documentation
Yes
API documentation formats
PDF
Command line interface
Yes
Command line interface compatibility
  • Linux or Unix
  • Windows
  • MacOS
Using the command line interface
A full command line interface (CLI) is available for all Lot 1a services, enabling users to script, automate and manage cloud infrastructure programmatically. Using the CLI, users can authenticate to their cloud tenancy or subscription, initialise resource groups or projects, deploy compute, storage and networking components, configure PaaS services, and retrieve monitoring or diagnostic data.

Users can set up services by installing the CLI tool (for example, Azure CLI, AWS CLI, gcloud CLI, Oracle OCI CLI or VMware CLI), authenticating with MFA-enabled credentials or service principals, and running standard commands or applying infrastructure templates. Changes can be made by updating configuration parameters, running declarative scripts, or automating deployments through CI/CD pipelines.

Limitations include:

certain advanced features may require the web console or API rather than CLI

role-based access may restrict destructive operations

rate limits or governance policies may apply depending on buyer configuration

The CLI is fully compatible with automation workflows and is widely used for DevOps, infrastructure-as-code and repeatable environment builds.

Scaling

Independence of resources
At the infrastructure layer, customers are separated into dedicated subscriptions/tenancies, virtual networks and resource groups. Underlying hyperscale platforms (e.g. Azure, AWS, Google Cloud, Oracle, VMware) use hypervisor isolation, capacity reservations and “noisy neighbour” controls to prevent one tenant’s CPU, memory or I/O usage from impacting another.

At the platform layer, PaaS services run in separate containers or instances with defined resource limits, autoscaling and throttling. We use quotas and rate limiting on APIs, storage and compute so individual workloads cannot exhaust shared capacity.

Capacity is managed proactively through monitoring and scaling policies, with alerts on saturation thresholds.
Usage notifications
Yes
Usage reporting
  • API
  • Email
  • SMS
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
Reseller providing extra features and support
Organisation whose services are being resold
SAP

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 CHECK service provider
Protecting data at rest
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • 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

Backup and recovery

What’s backed up
  • Virtual machines – full snapshots of compute instances and disks
  • Databases – managed and unmanaged cloud database services
  • Object storage – buckets, blobs, archived files
  • File shares – NFS/SMB cloud file systems
Backup controls
Users control backup policies through the cloud platform’s management console, CLI or API. They can define what resources to back up, retention periods, frequency (hourly, daily, weekly), and region or zone for storing copies. Different backup schedules can be applied to different workloads, such as separate policies for virtual machines, databases or storage accounts. Users may also enable continuous backup options or create on-demand snapshots at any time. Role-based access ensures only authorised administrators can modify backup rules.
Datacentre setup
Multiple datacentres with disaster recovery
Scheduling backups
Users schedule backups through a web interface
Backup recovery
Users can recover backups themselves, for example through a web interface
Backup and recovery
Yes
RPO/RTO
Yes

Data-in-transit protection

Data protection between buyer and supplier networks
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
Data protection within supplier network
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Legacy SSL and TLS (under version 1.2)

Availability and resilience

Guaranteed availability
We typically align service levels with the underlying hyperscaler (for example Azure, AWS, Google Cloud, Oracle, VMware) and then wrap them in a clear, contract-level SLA.

For Lot 1a services, our standard target is **99.9% availability per calendar month** for the managed components within our control (excluding planned maintenance windows agreed in advance, force majeure, and customer-caused issues). Higher targets (for example **99.95% or 99.99%**) can be designed and priced at call-off using multi-zone, active/active, or resilient architectures.

If we fail to meet the agreed availability SLA, customers are entitled to **service credits** against the monthly service charges. These are typically tiered (for example, increasing % credits as availability drops further below target) and are applied as a deduction from a future invoice. The precise percentage bands and thresholds are confirmed in the call-off so they reflect the specific design, criticality and cost of the environment.
Approach to resilience
Our service is designed to be resilient by leveraging the built-in high-availability and disaster-recovery capabilities of leading hyperscale cloud platforms. All customer environments run across **multiple datacentres (availability zones)** with independent power, cooling, networking and physical security controls. Core components such as compute, storage and networking are designed with **redundancy, automatic failover, and zone-level isolation** to protect against localised failures.

Data is stored with **multi-zone replication**, integrity checks and optional cross-region disaster-recovery configurations depending on buyer requirements. The platform continuously monitors infrastructure health and automatically replaces or restarts failed components. Load balancing, autoscaling, and distributed architectures ensure the service remains available during demand spikes or hardware failures.

Full details of underlying datacentre architecture and resilience controls are **available on request**, including compliance reports, redundancy configurations, and recovery architecture patterns.
Outage reporting
We use several channels to report outages and degradation so users are informed quickly and transparently:

Public dashboard: A cloud status page provides real-time visibility of service health, showing current incidents, affected regions/services and historical uptime.

Email alerts: Customers can subscribe to incident and maintenance notifications. During an outage we send initial alerts, updates, and closure messages, including impact, workaround (if any), and estimated time to resolution when available.

API / webhooks (Other): For advanced users, incident and health information can be integrated into their own tooling via APIs or webhooks (for example into ITSM, Teams/Slack, or NOC dashboards).

Identity and authentication

User authentication needed
Yes
User authentication
Multi-Factor Authentication (MFA)
Access restrictions in management interfaces and support channels
Access to management interfaces and support channels is restricted using role-based access control (RBAC), least-privilege principles, and multi-factor authentication (MFA). Administrative actions are limited to authorised personnel within defined roles, with segregation between support, operations and security teams. All access is logged, monitored and periodically reviewed. Customer environments are isolated within separate tenancies or subscriptions, preventing cross-tenant access. Support channels enforce identity verification before any change is made, and sensitive operations require elevated approval. Remote access uses secure channels (TLS/MFA/VPN), with Just-In-Time access available where supported to minimise exposure windows.
Access restriction testing frequency
At least once a year
Management access authentication
Multi-Factor Authentication (MFA)
Devices users manage the service through
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 have access to real-time audit information
How long user audit data is stored for
User-defined
Access to supplier activity audit information
Users have access to real-time audit information
How long supplier audit data is stored for
User-defined
How long system logs are stored for
User-defined

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 operate a full Information Security Management System aligned to ISO 27001 and Cyber Essentials Plus, supported by documented policies covering access control, asset management, data protection, secure development, vulnerability management, incident management, business continuity and supplier assurance. Policies are reviewed annually or after significant change.

Governance is overseen by the Information Security Lead, who reports to VE3’s senior management. Compliance is monitored through internal audits, automated controls, risk assessments, and mandatory staff training. Technical enforcement includes RBAC, MFA, encryption, network segmentation, logging and continuous monitoring.

Security incidents follow a defined process: detection, triage, containment, root-cause analysis and corrective action, with escalation to senior leadership where required. All changes follow a controlled change-management process to ensure policy adherence. We also align to hyperscale cloud security best practices and regularly review our posture against government and industry standards.

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
We follow a controlled, ITIL-aligned configuration and change management process. All components are defined and tracked using infrastructure-as-code templates stored in version control, creating a full audit trail and enabling consistent, repeatable deployments. Assets are registered in a configuration repository and tagged to track ownership, environment and lifecycle.

Changes follow a formal workflow: request, assessment, approval, implementation and review. Each change is evaluated for security impact, including access, encryption, network exposure, dependency effects and compliance. High-risk changes require security or CAB approval. All updates are tested in non-production and logged to support audit and traceability.
Vulnerability management type
Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
Vulnerability management approach
We follow a structured vulnerability management process using automated scanning, configuration baseline checks and continuous monitoring to identify threats across our managed components. Potential vulnerabilities are assessed using CVSS scores, exploitability and service impact. Threat intelligence is sourced from vendor advisories (Microsoft, AWS, Oracle, SAP, VMware), NCSC alerts, CVE/NVD feeds and industry security communities. Critical vulnerabilities are typically remediated within 24–72 hours, high-risk within agreed SLAs, and others during scheduled maintenance. Underlying cloud platform vulnerabilities are patched by the hyperscaler; we apply configuration updates or compensating controls as required. All remediation actions are logged and tracked.
Protective monitoring type
Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
Protective monitoring approach
We use continuous protective monitoring across all managed components, including log collection, anomaly detection, threat intelligence feeds and cloud-native security services (for example Azure Security Center, AWS GuardDuty, GCP Security Command Center). Potential compromises are identified through alerts on suspicious authentication, privilege escalation, unusual network activity, configuration drift or malware indicators. All alerts are triaged immediately; critical incidents receive response within 1 hour, with containment, investigation and remediation following a defined incident management process. Actions may include isolating resources, rotating credentials, applying patches and producing post-incident reports with root-cause analysis and corrective controls.
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 operate a formal, ITIL-aligned incident management process with **pre-defined runbooks** for common events (service degradation, access issues, capacity problems, security alerts and backup/restore failures). Incidents can be reported by users via the **service desk portal, email or phone**, and high-severity events may also be raised automatically from monitoring and alerting tools.

All incidents are logged, categorised and prioritised with agreed response and resolution targets. We keep users informed through status updates during investigation and resolution. For **major incidents**, we provide a written **incident report** detailing timeline, root cause, impact, corrective actions and preventive measures, typically within an agreed timeframe.
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
Hyperscale cloud provider – Azure, AWS, Google Cloud, Oracle, VMware)
How shared infrastructure is kept separate
We use the hyperscaler’s multi-tenant virtualisation and logical isolation controls to ensure complete separation between organisations. Each customer operates within a dedicated tenancy/subscription, isolated virtual networks and resource groups. The underlying platform enforces strong separation through hypervisor-based isolation, container sandboxing, kernel-level security, and memory, CPU and I/O separation that prevents cross-tenant access. Network segmentation, firewalls, security groups and identity boundaries further ensure workloads cannot interact unless explicitly configured. Storage is logically isolated with encrypted, tenant-scoped keys. The provider regularly validates isolation through independent audits, penetration testing and compliance certifications.

Energy efficiency

Energy-efficient datacentres
Yes
Description of energy efficient datacentres
Our underlying hyperscale cloud providers (Microsoft Azure, AWS, Google Cloud, Oracle Cloud, VMware) operate datacentres that follow the EU Code of Conduct for Energy-Efficient Datacentres. They implement industry-leading efficiency measures including:

advanced cooling technologies (free-air, liquid, evaporative cooling)

energy-efficient power distribution and UPS systems

server virtualisation and high-density compute to reduce energy per workload

continuous monitoring of PUE (Power Usage Effectiveness) with targets typically ≤1.2 in modern sites

renewable energy procurement and carbon-reduction programmes

ongoing audits and lifecycle optimisation aligned to EU-CoC best practices

Pricing

Discount for educational organisations
Yes
Free trial available
No

Discount

Provide your minimum discount applicable to your baseline prices
3%

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
Baseline pricing is usage-based and is determined from published unit rates for the Public Cloud components that make up the buyer’s requirement (for example compute, storage, networking, and managed platform services), plus any VE3 standard service charges that are explicitly priced as part of the service offering. Buyers identify the baseline by selecting the required service components (region, tier, instance/service size, storage class and expected usage volumes such as hours/GB/requests) and multiplying expected usage by the published unit rates shown in the service’s Pricing section. Where a service includes a VE3-managed or professional services element, the applicable unit/day-rate or fixed charge is also shown in the Pricing section of the relevant catalogue entry. Prices are stated in GBP and exclude VAT unless otherwise specified. The minimum discount (as stated in the ‘Discount’ question) is then applied to derive the discounted baseline before onboarding and any other cost factors are added.
Baseline Pricing - Web link
https://www.ve3.global
-
Minimum Discounting
3%
+
Onboarding Activity
Onboarding costs may vary based on your specific requirements, please confirm with suppliers during the clarification process
+
Additional sources of cost
Additional costs may arise where the buyer’s requirement increases scope or consumption beyond the baseline assumptions. Typical cost drivers include: higher-than-forecast public cloud consumption (for example increased compute hours, storage growth, managed database throughput, or API/request volumes); network and connectivity requirements (VPN/peering/private connectivity where applicable); high outbound data transfer (egress) volumes; enhanced security/compliance controls (for example WAF, SIEM/SOC integration, vulnerability scanning, encryption/HSM, additional audit requirements); backup and disaster recovery requirements (multi-region resilience, longer retention); increased logging/monitoring retention and observability tiers; additional environments (dev/test/stage/perf); premium support hours (24x7) and tighter incident SLAs; third-party software licensing/marketplace subscriptions; and change requests for non-standard configurations or accelerated delivery. Where underlying cloud services are priced in non-GBP currencies, exchange-rate movements may also affect pass-through consumption costs.
-
Additional sources of cost reduction
Cost reductions may apply in addition to the stated minimum discount through: commitment-based discounts offered by public cloud providers (for example Reserved Instances/Savings Plans/Committed Use) and volume-based pricing where applicable; right-sizing and autoscaling to reduce unused capacity; scheduling and shutdown of non-production environments out of hours; use of spot/preemptible capacity where appropriate; storage lifecycle management (tiering to lower-cost storage/archival); consolidation of shared services (logging/monitoring/network components) across workloads; use of existing customer licences (BYOL) where permitted; and sector-specific discounts or service bundling where included in the service pricing. VE3 can also provide FinOps optimisation and continuous cost governance so that reductions identified are reflected in revised run-rate forecasts and monthly charges.

Mandatory certifications

Mandatory certifications

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

Reseller

Cloud service suppliers you intend to resell with evidence

Organisation 1

Organisation name

Microsoft

Website address/upload for organisation

Website address

Website address

https://marketplace.microsoft.com/en-us/marketplace/partner-dir/a8f16248-ee13-4012-992e-7f59ac04718a/overview

Organisation 2

Organisation name

SAP

Website address/upload for organisation

Website address

Website address

https://partnerfinder.sap.com/profile/0002938305

Organisation 3

Organisation name

Google

Website address/upload for organisation

Website address

Website address

https://partners.amazonaws.com/partners/0018W00002FlNE5QAN/

Organisation 4

Organisation name

AWS

Website address/upload for organisation

Website address

Website address

https://partners.amazonaws.com/partners/0018W00002FlNE5QAN/

Organisation 5

Organisation name

Salesforce

Website address/upload for organisation

Website address

Website address

https://appexchange.salesforce.com/appxConsultingListingDetail?listingId=a0N3u00000RgZXnEAN

Organisation 6

Organisation name

Databricks

Website address/upload for organisation

Website address

Website address

https://appexchange.salesforce.com/appxConsultingListingDetail?listingId=a0N3u00000RgZXnEAN

ISO 9001 certification

Provided

ISO 27001 certification

Provided

ISO 20000-1 certification

Provided

Are you reliant on the Cloud Service Provider for some accreditations

Yes

Cyber Essentials

Do you have a Cyber Essentials Plus certificate?
Yes
Cyber Essentials Plus certificate Number
F46b0858-b762-40d1-9775-dbf1fc93978b

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
Yes
Any other security certifications
  • ISO 27001
  • ISO 14001
  • ISO 22301
  • ISO 9001

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
    • 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)
    • 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

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