DGM AGILITY LIMITED

Cloud Consultancy and Support Service (Oracle OCI)

DGM Agility portfolio of services allows the customers to securely adopt the benefits of the Cloud whilst minimising risk. DGM Agility can provide full 24*7*365 monitoring and managed service function ensuring ongoing support of infrastructure and applications within your cloud platform or a DGM Agility dedicated hosted cloud platform.

Features

• Identification of issues, risk and opportunities
• Service Management and solution reporting
• Right-sizing and reservation recommendations
• Implementation of solution-specific best practices
• Adhering to FinOps Guidelines
• Automated performance and cost alerting
• Advising customers on new Cloud functionality & features
• Customer visibility to live cost and performance via dashboards
• FinOps framework to control cloud costs

Benefits

• Enable customers to maximise business value
• Focus on value, automisation and optimisation
• Focus on continuous improvement
• Effective capacity, resource and forecast planning using historical data
• Customer-defined reporting and alerting thresholds
• 24x7x365 Monitoring and support capabilities
• Automated maintenance and patching windows
• Controlling Cloud Costs

• Free trial available

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

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

Framework

G-Cloud 15

Service ID

670275596611154

Contact

Darren Muizelaar
07538122855
info@dgmagility.com

About the service

• Service categories:
  • Systems Infrastructure Software
    • Physical and virtual computing
      • Operating system environments
        • Core Operating Systems
      • Software defined compute
        • Virtual Machine Software
        • Container Infrastructure Software
        • Cloud System Software
      • Virtual client computing
        • Virtual client computing
      • Other computing and storage software
        • Container Data and Infrastructure Management Software
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Community cloud
  • Hybrid cloud
• Service constraints: Constraints control the ways that you can deploy specific cloud resources for a product. You can use them to apply limits to products for governance or cost control. Typically constraints within your environment will be applied during build and configuration following your specification.
• System requirements:
  • Bring your own licence is supported
  • Pay-as-you-go licensing is supported.

User support

• Email or online ticketing support: Yes
• Support response times: DGM Agility will respond to tickets within agreed Service Level Agreements (SLAs). Any response times will depend on the urgency and priority classification. Typically:; P1 - 15 Minutes; P2 - 30 Minutes; P3 - 60 Minutes
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: EN 301 549
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), 7 days a week
• Web chat support: Yes, at an extra cost
• Web chat support availability: 9 to 5 (UK time), 7 days a week
• AI chatbot: Yes
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: We use 3rd party off the shelf solutions; Zendesk uses the Voluntary Product Accessibility Template (VPAT), to publish an Accessibility Conformance Report (ACR), which documents an audit of our systems relative to WCAG 2.1 AA performed by a third party accessibility vendor.; ; We pay attention to Accessibility throughout our release cycle. This includes:; ; Following the standards and documentation created by our Product Accessibility team.; Training everyone involved in delivering our products around assistive technology and Accessibility best practices. This includes, designers, engineers, product and program managers, and content writers. At a personal level we try to make sure all Zendesk product and engineering employees think about the humans at the other end of the internet by sharing stories and feedback.; Leveraging Garden, our design system, from early design through development to ensure an accessible foundation for all our products; Testing our products before release using both manual and automated techniques.; Conducting regular research with agents, admins and end users who rely on assistive technology to collect feedback and help us prioritize improvements.; Systematically tracking both remediation and new feature progress to drive quality improvements; Engaging third-party auditors to conduct regular compliance audits of our products.; Listening to feedback from customers
• Onsite support: No
• Support levels: Basic - 9-5 - Email, Chat, Telephone; Enhanced - 9 - 5 - Email, Chat, Telephone, MI Reporting; Premium - 9 - 5 - Email, Chat, Telephone, MI Reporting, Service Desk Access & out of normal hours support.; Pricing is detailed within our pricing schedule
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Onboarding to OCI Cloud involves a series of steps to set up your OCI environment, configure resources, migrate workloads, and ensure a smooth transition to the cloud platform.; . Discovery and Assessment; Conduct an initial assessment of the IT environment, including infrastructure, applications, data, and business requirements. Identify workloads and applications suitable for migration to OCI, taking into account factors such as performance, security, compliance, and cost.; . Understand and Develop the Cloud strategy.; Collaborate with you to define your cloud strategy, goals, and objectives for migrating to OCI.; Determine the scope of the OCI deployment, including regions, resource types, service levels, and governance requirements.; . Resource providing and and configuration; Provision OCI resources and services based on your requirements and workload specifications.; Configure virtual machines (VMs), storage accounts, databases, containers, and other resources as needed.; Security and Compliance; Implement security controls and best practices to protect OCI resources and data from security threats, vulnerabilities, and compliance risks.; Training and support; Provide training and education for IT staff on OCI fundamentals, best practices, and management tools.; Continuous improvement; Continuously assess the OCI environment based on feedback, performance metrics, and evolving business requirements.
• Service documentation: Yes
• Documentation formats: PDF
• Documentation accessibility standard: WCAG 2.2 AA
• End-of-contract data extraction: Customer are able to remove their data at any time through the same means they uploaded. Either over their network (internet or express route) or via the OCI Import/Export services.
• End-of-contract process: In our Online Services Terms, We contractually commits to specific processes when a customer leaves a cloud service or the subscription expires. This includes deleting customer data from systems under our control. If you terminate a cloud subscription or it expires (except for free trials), We will store your customer data in a limited-function account for 90 days (the “retention period”) to give you time to extract the data or renew your subscription. During this period, We provides multiple notices, so you will be amply forewarned of the upcoming deletion of data. After this 90-day retention period, We will disable the account and delete the customer data, including any cached or backup copies. For in-scope services, that deletion will occur within 90 days after the end of the retention period. (In-scope services are defined in the Data Processing Terms section of our Online Services Terms.)

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Desktop is generally easier to use as you are able to see more on the screen depending on the size of the desktop monitor.
• Service interface: Yes
• Description of service interface: The web interface will be setup and made accessible by DGM Agility. Users can request that the interface be changed adding the customers branding and logo.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: We pay attention to Accessibility throughout our release cycle. This includes: We try to make sure all our product and engineering employees think about the humans at the other end of the internet by sharing stories and feedback. Testing our products before release using both manual and automated techniques. Conducting regular research with agents, admins and end users who rely on assistive technology to collect feedback and help us prioritize improvements. Systematically tracking both remediation and new feature progress to drive quality improvements Engaging third-party auditors to conduct regular compliance audits of our products. Listening to feedback from customers.
• User support accessibility: WCAG 2.2 AA
• API: Yes
• What users can and can't do using the API: The users can raise, update and close tickets via the APIs.
• API documentation: Yes
• API documentation formats:
  • HTML
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: The user interface can be customised along with the selection of services available, you are able to chose which services you want on demand. Pricing is on a yearly subscription or on a pay as you basis.

Scaling

• Independence of resources: The Cloud platforms used by DGM Agility have secure logical isolation to ensure that workloads are not effected by other systems and service.

Analytics

• Service usage 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

Supplier type

• Supplier type: Reseller (no extras)
• Organisation whose services are being resold: Oracle OCI

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Security Clearance (SC)

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 SSAE-18 / ISAE 3402
• Data sanitisation process: No
• Equipment disposal approach: A third-party destruction service

Data importing and exporting

• Data export approach: Customer are able to remove their data at any time through the same means they uploaded. Either over their network (internet or express route) or via the OCI Import/Export services.
• Data export formats: CSV
• Data import formats: CSV

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: The platform provides 95.0% uptime per month for a single region. Within the region, marketplace services and products have their own service-level agreements (SLAs). How they are configured will dictate their overall availability within a region. A multi region configuration approach will greatly improve uptime.; ; Your systems and services deployed on top of the platform will also dictate their overall availability.; As this is generally a pay as you go/consumption model service DGM Agility will ensure we will maximise availability to meet specific project requirements and cost constraints.; ; Should the platform or service provided by the platform supply fail to meet an SLA then a service credit will be issued by the platform provider.
• Approach to resilience: Following NCSC guidelines and principles we will advise the customer of any constraints and risks with regard to the location, security and legal jurisdictions that may be required.; The underline platform is provided by a reputable 3rd party where they provide tools and services to help ensure the platform, systems, services and data remain fit for purpose. Furth details on the specifics on how we do this can be made available upon request.
• Outage reporting: The platform provided by the 3rd party cloud platform provider provides a service health dashboard. They also provide provide custom alerts, API, and log data to assist with any service outages.; If any service is managed by DGM Agility we will also provide a service dashboard, alerts vail email as part of our basic service package. we do offer additional service alerts via API at an additional cost.

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)
  • Username or password
  • Other
• Other user authentication: "A user signs in to the Oracle access portal using their user name. When they do, IAM Identity Center redirects the request to the IAM Identity Center authentication service based on the directory associated with the user email address. Once authenticated, users have single sign-on access to any of the OCI accounts and third-party software-as-a-service (SaaS) applications that show up in the portal without additional sign-in prompts. This means that users no longer need to keep track of multiple account credentials for the various assigned OCI applications that they use on a daily basis."; ; Please see: https://docs.oracle.com/en-us/iaas/Content/Identity/Tasks/managingcredentials.htm
• Access restrictions in management interfaces and support channels: "OCI can designate separate administrators to serve different functions. These administrators will have access to features in the OCI portal and, depending on their role, will be able to create or edit users, assign administrative roles to others, reset user passwords, manage user-licenses, and manage domains, among other things. A user who is assigned an admin role will have the same permissions across all of the cloud services that your organization has subscribed to.; ; Please see OCI best practices: https://www.oracle.com/cloud/oci-best-practices-guide/
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
  • Other
• Description of management access authentication: The 3rd party cloud services use Identity and Access Management (IAM) for authentication. IAM offers granular control, by principal and by resource. When you authenticate to the services, you generally use a scope that includes all platform services; OAuth 2.0 scopes can provide a second layer of protection, which is useful if your code is running in an environment where token security is a concern, such as a mobile app. In this scenario, you can use finer-grained scopes to reduce risk in the event of a compromised token.

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: Between 6 months and 12 months
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: Between 6 months and 12 months
• How long system logs are stored for: Between 6 months and 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Software Security Code of Practice: Yes
• Security governance certified: Yes
• Security governance standards: Other
• Other security governance standards: Cyber Essentials
• Information security policies and processes: We are cyber essentials certified and recognise the need to ensure that all our staff and 3rd party platforms. We have a series of Standard Operating Procedures and Security Policies in place that all employees are mandated to follow.; We carryout bi-annual reviews of all our Policies and procedures, we carryout security training annually where each employee must pass a minimum level to work in any customer environments. The security and compliance director has complete oversight of employees.

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: "It's important not to overlook the role of employees in migrations. The IT team is asked to maintain on-premises and cloud platforms simultaneously when a cloud migration starts. They're also asked to change their job and the way they work. Many transformations fail because of employee resistance to change. The people transformation is as important as the technical project, and a successful migration isn't possible without success in both the people and technical projects."; ; Please see: https://docs.oracle.com/en-us/iaas/Content/cloud-adoption-framework/change-management.htm
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: "Reduce risk from vulnerabilities in your OCI compute instances, OCI Registry (OCIR) stored container images, and DevOps Java builds with Oracle Cloud Infrastructure (OCI) vulnerability monitoring solutions. OCI’s solutions give you deeper and wider vulnerability coverage and integrate with existing security tools to speed up remediation and help you stay ahead of vulnerability issues"; ; Please see: https://www.oracle.com/security/cloud-security/vulnerability-monitoring/
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: "Use the Oracle Cloud Infrastructure Monitoring service to actively and passively monitor cloud resources using the Metrics and Alarms features."; ; Please see: https://docs.oracle.com/en-us/iaas/Content/Monitoring/Concepts/monitoringoverview.htm
• Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
• Post-quantum cryptography secure: No
• Incident management approach: "Incident management is the end-to-end business process of identifying, analysing, and resolving an outage or service disruption. The goal of incident management is to keep services running or restore them as quickly as possible, while minimizing the impact to the business"; ; Increased productivity and efficiency.; Increased visibility and transparency.; Improved mean time to resolution (MTTR). MTTR is a combination of the average time to detect, diagnose, and mitigate incidents.; Improved customer and employee experience.; Prevention of incidents.; ; Please see: https://docs.oracle.com/en-us/iaas/Content/cloud-adoption-framework/support-incident-management.htm

Secure development

• Approach to secure software development best practice: Conforms to a recognised standard, but self-assessed

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: No
• Free trial available: Yes
• Description of free trial: Oracle provides a 30 day free trial for using thier platfrom before billing is applied.

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

• Less than £250,000: 5%
• Between £250,000 and £500,000: 5%
• Between £500,001 and £1,000,000: 7%
• Between £1,000,001 and £2,500,000: 7%
• Between £2,500,001 and £5,000,000: 7%
• Over £5,000,001: 7%

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: Yes
• Cyber Essentials Certificate Number: Ea1bc0bc-0d57-4408-8fac-522b25647e4d
• Cyber essentials plus: No
• Cyber Essentials Alternative: None of the criteria
• Other security certifications: No

Social value

• 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 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

  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

  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

  • 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

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