GENERATION DIGITAL LIMITED

Databricks Lakehouse Platform

Databricks is the Data Intelligence Platform unifying data engineering, data science, machine learning, and business intelligence. Built on an open lakehouse architecture, it enables teams to manage, govern, and process all data types at massive scale, accelerate AI development, and drive business insights.

Features

• Unified data lake + warehouse architecture for all workloads
• Open formats and open-source foundation (Delta Lake, Spark).
• Real-time streaming and batch processing in one platform.
• Built-in data governance and catalog (Unity Catalog).
• Scalable compute separate from storage across clouds.
• Full ML/AI lifecycle support (training, serving, monitoring).
• High performance data warehouse-style queries on data lake.
• Cross-cloud compatibility (AWS, Azure, GCP) for major workloads.
• Collaborative notebooks, workflows, unified environment for engineers and analysts.
• Data sharing and federated analytics without replication.

Benefits

• Faster time-to-insight by unifying data and analytics.
• Reduced infrastructure cost via one platform instead of many.
• Avoid vendor lock-in through open standards and formats.
• Real-time data enables proactive decision-making and operations.
• High performance enables scalable workloads across analytics and AI.
• Collaboration improves productivity among data engineers, scientists, analysts.
• Strong governance reduces risk and supports compliance.
• Single source of truth enhances data reliability and trust.
• Seamless machine learning integration accelerates AI deployment.
• Cross-cloud flexibility supports global deployment and resilience.

• Education pricing 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 gcloud@gend.co. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

626278555290110

Contact

Thomas Sutton
+44 020 3951 3986
gcloud@gend.co

About your service

• Service categories:

  Applications

  Collaborative

  • Team collaboration
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: Databricks integrates with and extends cloud data services including AWS S3, Azure Data Lake Storage, Google Cloud Storage, and associated analytics tools. It also extends data ecosystems such as BI platforms, ETL tools, and enterprise data warehouses.
• Cloud deployment model: Public cloud
• Service constraints: Constraints might include planned maintenance arrangements or support being limited to specific hardware configurations
• System requirements:
  • Active cloud account on AWS, Azure, or Google Cloud.
  • Appropriate cloud storage service provisioned (S3, ADLS, GCS).
  • Modern web browser for accessing Databricks workspace.
  • Stable internet connection for cloud-based operations.
  • IAM roles and permissions configured in chosen cloud.
  • Admin access to cloud subscription for workspace setup.
  • Supported compute instances available in cloud environment.
  • Unity Catalog enabled for governance features (optional).
  • API access requires valid Databricks token authentication.

User support

• Email or online ticketing support: Yes
• Support response times: We provide expedited support and aim to respond quickly to questions. Available during business hours Monday to Friday, we will respond to enquiries within one business day or twenty four hours from the date of the receiving the inquiry.
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: Yes
• Web chat support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: None
• Onsite support: Yes, at extra cost
• Support levels: We provide the following support levels:; ; Onboarding; ; Customer success managers (CSMs): A dedicated partner familiar with your goals, helping you hit them with coaching, calls, and training.; ; Professional services: Additional consulting sessions for on-site training, digital transformations, custom integrations, and more.; ; Custom resources: From onboarding to feature tips, we can provide the right content at the right time to help answer your team’s questions and needs.
• Support available to third parties: No
• AI chatbot: No

Onboarding and offboarding

• Getting started: We provide a wide range of onboarding services for clients including:; ; - Online training; - Onsite training; - Comprehensive user guides; ; Etc.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
  • Other
• Other documentation formats:
  • Notebooks
  • Code samples
  • DK guides
  • API references
• End-of-contract data extraction: Users can extract all data stored in Databricks by exporting it directly from their cloud storage layer (such as AWS S3, Azure Data Lake Storage, or Google Cloud Storage). Workspaces, notebooks, job definitions and models can be downloaded through the Databricks UI, CLI, or APIs. Buyers maintain full control of their underlying cloud storage, so all managed data can be exported before contract end.
• End-of-contract process: At the end of the contract licences can be renewed or terminated.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Other
• 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: Databricks provides a web-based workspace interface combining notebooks, dashboards, jobs, data exploration and administrative controls. Users can write code in multiple languages, run interactive or scheduled workloads, manage clusters, access the data catalog, and collaborate in shared notebooks. Administrators use the interface to configure workspaces, permissions, compute resources and governance settings.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Databricks has performed internal testing of the interface against WCAG guidelines using automated tools and manual review, focusing on key flows for notebook creation, running commands, and dashboard viewing. This includes testing with common screen readers and assessing keyboard-only navigation. While formal, independent interface testing with external users of assistive technology (AT) is an ongoing commitment, the development team uses internal subject matter experts who rely on AT to validate improvements.
• API: Yes
• What users can and can't do using the API: The Databricks REST APIs provide comprehensive programmatic access. Users can set up entire services, including creating and managing workspaces, configuring compute clusters, setting up jobs/workflows, managing users/groups (SCIM), and configuring the Unity Catalog (governance). Users can make changes to any of these resources, such as scaling clusters, updating job definitions, modifying access policies, and executing notebooks. Limitations include actions requiring direct control over the underlying public cloud infrastructure (e.g., provisioning the initial VPC/VNet), which must be performed directly within the cloud provider's console or API. Access to specific APIs is restricted by user permissions.
• API documentation: Yes
• API documentation formats:
  • HTML
  • Other
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Users can customise Databricks through workspace settings, cluster configurations, libraries, notebooks and data governance controls. Administrators customise the environment using the admin console to configure compute resources, identity and access policies, networking, and Unity Catalog settings. Developers and analysts can customise runtime environments, install packages, create workflows, define jobs and integrate external tools through APIs. Customisation is restricted by role-based access controls, ensuring only authorised administrators and workspace users can apply changes within their permissions.

Scaling

• Independence of resources: Databricks employs a two-plane architecture where the compute plane, which processes user data, is provisioned within the buyer's cloud account. Each workload runs on its own dedicated, isolated cluster. This resource isolation prevents resource contention (the "noisy neighbour" problem) as one user's job cannot consume the compute resources provisioned for another user. Additionally, the platform provides auto-scaling to dynamically adjust cluster size, ensuring adequate capacity for peak demands across the customer's entire set of users. The Databricks-managed Control Plane is also built for high availability and elastic scale.

Analytics

• Service usage metrics: Yes
• Metrics types: Databricks provides detailed workspace and job-level usage metrics, including cluster usage, compute consumption, job run history, notebook activity, SQL query performance, user activity logs, storage usage, cost-related metrics, and workload performance statistics. Metrics are available through the Databricks admin console, dashboards, APIs, and cloud provider billing reports.
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Reseller providing extra support
• Organisation whose services are being resold: Databricks Lakehouse Platform

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)
  • Other locations
• User control over data storage and processing locations: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest:
  • Encryption of all physical media
  • Other
• Other data at rest protection approach: Customer data in cloud storage is protected by the cloud provider's encryption (e.g., AES-256) and can use Customer-Managed Keys (CMK).
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: Data primarily resides in the buyer's cloud storage (e.g., S3, ADLS, GCS), so the default method is to write processed data directly back to the customer's managed cloud storage location using notebooks or jobs, often in open formats like Parquet or CSV. For smaller results, users can use the Databricks SQL or Notebook interfaces to download results directly. The Databricks API and client tools (ODBC/JDBC) also allow users to export data to external systems, databases, or local machines for further consumption.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • Parquet
  • Delta Lake
  • ORC
  • Avro
  • JSON
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • Parquet
  • Delta Lake
  • ORC
  • Avro
  • JSON

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Other
• Other protection between networks: Private Link/Private Endpoint to avoid public internet
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • Other
• Other protection within supplier network: Internal service-to-service communication is secured via TLS $1.2+$ and private network configurations where applicable.

Availability and resilience

• Guaranteed availability: Databricks offers a financially-backed Service Level Agreement (SLA) for the Databricks Control Plane uptime, which is essential for managing workspaces, clusters, and jobs. The target availability is typically 99.95% (for the Enterprise/Premium tier). This SLA covers the core Databricks management services, but not the compute resources (Data Plane), as these run within the buyer's cloud account and are subject to the underlying cloud provider’s SLA.; ; Should the actual Control Plane uptime fall below the guaranteed level in a given month, customers may be eligible to receive service credits as a refund. The amount of the credit is tiered based on the level of measured downtime, in accordance with the specific terms outlined in the Databricks Master Subscription Agreement or relevant contractual documents. Details are available on request, as they are contract-specific.
• Approach to resilience: The Databricks platform is designed for resilience using a Control Plane and Data Plane separation. The Databricks-managed Control Plane is deployed across multiple Availability Zones (AZs) within a cloud region, ensuring redundancy and automatic failover in the event of a single AZ failure. Data is durably stored and redundantly backed up, leveraging the underlying cloud provider’s highly resilient infrastructure.; ; The customer-managed Data Plane (compute resources) can be configured by the buyer for resilience, often leveraging multi-AZ clusters to ensure that compute capacity is not lost if one AZ fails. Key metadata and data are stored in the buyer's highly-available cloud storage. Furthermore, the platform supports multi-region deployment strategies (active-passive or active-active) for robust disaster recovery and business continuity, allowing for rapid recovery from a regional outage.
• Outage reporting: Databricks maintains a public status page/dashboard (Databricks Status) which provides real-time updates on the operational status of the Control Plane across all regions and cloud providers. This is the primary method for external reporting of any service outages or performance degradation.; ; For customers with specific monitoring setups, the platform also exposes audit logs and system tables that can be monitored to detect issues within their specific workspace or compute resources. Although there isn't a dedicated public 'Outage API,' users can set up custom email alerts or other notification channels by integrating their logging and monitoring tools (like Azure Monitor or AWS CloudWatch) with the Databricks audit logs and metrics. In the event of a critical issue, customer support channels are also available for immediate communication and incident updates.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
  • Other
• Other user authentication: Databricks supports personal access tokens, service principals, and SCIM-based identity integration.
• Access restrictions in management interfaces and support channels: Access to Databricks management interfaces (e.g., Account Console, Workspace Admin Settings) is restricted using Role-Based Access Control (RBAC), enforced by strong authentication, including Multi-Factor Authentication (MFA), and often Single Sign-On (SSO) integration. Access is granted only on a need-to-know, least-privilege basis. Support channels use validated customer identity (e.g., through a support portal login linked to the customer's account) to ensure that only authorised personnel from the customer's organisation can request or receive sensitive information.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Other
• Description of management access authentication: Databricks supports service principals and personal access tokens for programmatic admin functions.

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: 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: Databricks follows an extensive suite of Information Security policies compliant with standards like ISO/IEC 27001, SOC 2, and FedRAMP. Our policies cover areas including access control, cryptography, operations security, and incident management.; ; The CISO leads security governance, supported by a dedicated security team and cross-functional working groups. Policies are maintained, reviewed annually, and communicated company-wide.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Configuration and change management approach: Service components are tracked through their lifecycle via a Configuration Management Database (CMDB). All changes follow a defined change management process: submit, review, test, approve, and deploy. Changes are assessed by mandatory security and compliance reviews for potential security impact. High-risk changes require additional approvals and rigorous testing in isolated environments. Automated checks enforce baseline configurations, and a continuous delivery pipeline ensures changes are version-controlled and auditable.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: We assess threats via continuous scanning of infrastructure and applications, regular penetration testing, and an active Bug Bounty program. Information on potential threats is sourced from these internal/external programs, industry-standard threat feeds, and security advisories (e.g., CISA, NVD). Vulnerabilities are triaged based on severity. Critical patches are deployed immediately (within hours for production environments); high and medium patches are addressed within defined, short SLAs according to risk policy.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: We identify potential compromises using Security Information and Event Management (SIEM) tools that continuously aggregate and analyse system, network, and application logs for suspicious patterns and anomalies. Upon detection, an automated alert triggers the Incident Response Team (IRT). Initial response involves rapid containment, forensic investigation, and mitigation, typically starting within minutes for high-severity alerts. All steps adhere to pre-defined playbooks to ensure a swift and consistent response to confirmed security incidents.
• 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 use pre-defined processes/playbooks for common events (e.g., security breaches, service outages). Users report incidents via dedicated support channels (e.g., support portal, phone, email) which route immediately to the Incident Response Team (IRT). For major service incidents, a public status page is updated in real-time. Post-incident, a formal incident report/post-mortem is prepared, detailing the root cause, actions taken, and preventive measures, which is provided to affected customers upon request.
• Post-quantum cryptography secure: No

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: No

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

• Less than £250,000: 0%
• Between £250,000 and £500,000: 5%
• Between £500,001 and £1,000,000: 10%
• Between £1,000,001 and £2,500,000: 10%
• Between £2,500,001 and £5,000,000: 15%
• Over £5,000,001: 20%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Cyber essentials plus: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• 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 gcloud@gend.co. Tell them what format you need. It will help if you say what assistive technology you use.