BEARINGPOINT LIMITED

Active Manager

A Manager led business transformation methodology supported by cloud-based platform that creates a sustainable step change in operational performance. It typically delivers performance improvements between 10-20%.

Features

• Process and operational improvement
• People and change
• Operational strategy and transformation
• Leadership development
• Behavioural change
• Competency tracking and improvements
• Learning and coaching support
• Smart and sustainable operations
• Task and people management
• Demand management and planning

Benefits

• Tangible operational performance improvements
• Competency tracking and development tool supports month on month improvements
• Programmes are typically cash neutral within 9 months
• Establishes performance management culture within the front line managers community
• Equips managers to support, mentor and build high performance
• Enables managers to manager change in constantly evolving operational environments
• Improves leadership capability, confidence and accountability for achieving goals
• Increases the confidence in line managers ability to challenge performance
• Creates a sustainable step-change in behaviour and performance
• Provides practical tools to increase manager productivity in their role

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

Framework

G-Cloud 15

Service ID

681188886320122

Contact

Gill Walker
07976 812978
UKPublicSectorBD@bearingpoint.com

About your service

• Service categories:

  Applications

  Production and operations

  • Other operations

  Service industry and public sector operations

  • Healthcare
  • Education
  • Public Order and Safety
  • Police
  • Defence
  • Social Security Administration
  • Adult Social Care
  • Children's Social Care
  • Other
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: We are a vendor neutral service provider. Our professional services are designed for specific vertical markets; aimed at complex businesses and technical environments. Typically, our services are designed to address the needs of cross-organisational solutions that can be delivered using Cloud offerings. Therefore, the constraints and other limitations will depend on the specific solution selected by a client.
• System requirements: Windows / iOS for platform compatibility, otherwise system agnostic.

User support

• Email or online ticketing support: Yes
• Support response times: Email support available during prime business hours (5 days / week, 9am -6pm)
• 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: None or don’t know
• How the web chat support is accessible: N/A
• Web chat accessibility testing: N/A
• Onsite support: Yes
• Support levels: Hands on training, management and implementation of the Active Manager programme is essential to the success of every Active Manager Project.
• Support available to third parties: No
• AI chatbot: No

Onboarding and offboarding

• Getting started: The programme can be delivered onsite, off site or as a hyrbid to suit context and desired performance/benefit delivery. initial discovery phase takes place in which key objectives and desired outputs are defined. From this point on, a structured approach is followed, which clearly sets out:; ; - BearingPoint's approach; - How key staff members will be trained to identify performance inefficiencies; - How improvements / results can best be captured; - Data Analysis to assist consistency of approach, use of KPI's and variation in performance to identify the lower quartile of performers for improvement; - Management Operation Framework (MOF) and Process Mapping.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
  • Other
• Other documentation formats:
  • XLS
  • DOC
  • PPT
  • Mobile Application
• End-of-contract data extraction: The client is provided with all relevant data to the project during the offboarding process, which allows them to interpret a shared methodology.; ; Throughout the duration of the programme the data always resides with the client and ownership and/or IPR does not transfer to BearingPoint.; ; BearingPoint's IPR is the methodology and toolkits that are incorporated into the Active Manager offering.
• End-of-contract process: The Active Manager programme is entirely inclusive, with no additional services necessary. Clients can choose to extend the platform license at the end of the programme to benefit from continued use of the tools and methodology.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: BearingPoint manually provides onboarding and offboarding documentation to best support up-skilling for the engagement, as well as next steps post project, to encourage continued improvement after implementation The Active Manager programme comprises 6 phases which transform the front-line management approach to managing their teams and driving performance. The 6 phases are: ; 1. Set-up ; 2. Assessment ; 3. Learn ; 4. Coach and Perform ; 5. Sustain ; 6. Optimise ; ; Throughout each of these 6 phases, documentation and training is provided to ensure measurable results and upskilling of the related workforce via a structured methodology. Onboarding documentation is provided during phase 1: Setup. Offboarding documentation is provided during phase 5: Sustain

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The mobile version of the Active Manager platform has been developed by BearingPoint to support a hands-on mobile application developed specifically for training / implementation purposes. Some features are not available on the mobile version.
• Service interface: Yes
• User support accessibility: WCAG 2.2 A
• Description of service interface: Web / Offline interfaces are available for BearingPoint's Active Manager solution, as well as a mobile application.
• Accessibility standards: None or don’t know
• Description of accessibility: A private link with login / password capabilities is provided, unique to every project / project manager as required.
• Accessibility testing: N/A
• API: No
• Customisation available: Yes
• Description of customisation: The service can be customised to report differing KPI's, tailored to produce customised dashboards with varying outputs for analysis. Competency behaviours can be tailored. Platform features including programme elements, badges, tools etc can be tailored to each context as required.

Scaling

• Independence of resources: The Active Manager programme is provided as an independent toolkit to each client, with no centralised dependency of provision. Demand does not affect accessibility of our services and tools.

Analytics

• Service usage metrics: Yes
• Metrics types: Tool usage, user access analysis
• Reporting types: Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Developed Vetting (DV)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
• User control over data storage and processing locations: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least every 6 months
• Penetration testing approach: In-house
• Protecting data at rest:
  • Physical access control, complying with another standard
  • Other
• Other data at rest protection approach: A Business Impact analysis and risk assessment is conducted for all of BearingPoint's core processes (16 areas in total, including HR, Finance, IT and Marketing) based on ISO:9001:2015 Processes.; ; The Business Continuity Plan (BCP) is tested continuously - once a year a full scale IT test is conducted. In addition, tests are conducted intermittently at various BearingPoint locations throughout the year. ; ; BearingPoint is fully GDPR compliant.
• 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
  • Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Data resides within an online library which enables coaches and managers direct and impact communications within their own corporate systems.
• Data export formats:
  • CSV
  • ODF
  • Other
• Other data export formats: XLS
• Data import formats:
  • CSV
  • ODF
  • Other
• Other data import formats: XLS

Data-in-transit protection

• Data protection between buyer and supplier networks: Private network or public sector network
• Data protection within supplier network: IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: After the BearingPoint modules are implemented, the responsibility for hosting and performance of the associated infrastructure belongs to the client. ; ; BearingPoint are not responsible, therefore instances of refunds are not appropriate to this offering. ; ; BearingPoint's pricing structure ensures delivery of services prior to the rendering of payment.
• Approach to resilience: The BearingPoint service is sponsored by our Chief Operating Officer. Steering Committee meetings are held several times a year to manage and control resilience. ; ; If required, BearingPoint can arrange a meeting / call to present our plans, documentation and provide any additional information that may be necessary.
• Outage reporting: N/A

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: The BearingPoint solution resides within our clients infrastructure and therefore our clients are responsible for any access restrictions in management interfaces and support channels.
• Access restriction testing frequency: Never
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password

Audit information for users

• Access to user activity audit information: No audit information available
• Access to supplier activity audit information: No audit information available
• 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: BearingPoint is ISO 27001 & ISO 27002 certified. Our risk assessment methodology follows the methodology promoted by ISO 27005. In terms of policies, we have documented, we review and update the policies below that cover the following (these policies can be available on demand): Antivirus Policy, External Accounts Policy, Firewall Policy, Information Technology Use Policy and Guidelines, Mobile Device Management Policy, Network Policy, Password Policy, Remote Access Policy, Web Filtering Policy, Wireless Networking Policy, Removable media & backup Policy, Cryptography Policy ,Downtime Policy, Use of external services Policy, Email & instant messaging Policy, IT standards Policy, IT Purchasing Policy, IT support Policy, User account management Policy, Patch Policy, IT Cloud & server Policy, Telephony acceptable use Policy, Data classification & handling Policy, Clean desk & digital media disposal policy.
• Software Security Code of Practice: No

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: BearingPoint uses a configuration of network device solutions that provide efficient change notifications and updates that are made within the network. ; ; Our network configuration management tools detect configuration changes in real time and sends notifications to the administrator. Our solution allows for the configuration of change notifications whenever there is a change in:; ; 1. Startup or running configuration; 2. Startup configuration alone; 3. Running configuration alone; ; Other aspects of the configuration include E-mail notification, sending SNMP traps for configuration changes, collects Syslog messages and generates Tickets for configuration changes that need to be routed to specific change e-mail addresses.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: BearingPoint solutions allow for a live view across our entire enterprise - end-points, servers, applications, cloud work-loads, IoT devices and operational technology industrial control systems. ; ; The BearingPoint solution predicts attacks and prioritises all vulnerabilities to drive a measured increase in efficiency. ; ; This enables organisational alignment in collaboration within security protocols in order to re-mediate all threats. ; ; Our solution aligns security with IT business objectives.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: BearingPoint uses protective monitoring technology and processes as part of our risk management strategy through the on-going collection and automated analysis of all log and event data, looking at all records of activity and performing real-time advanced correlation and pattern recognition. ; ; Our technologies alert on both individual and broader malicious event sequences simplifying re-mediation and mitigating risk. ; ; BearingPoint complies with the UK Government CESG good practise guide 13 (GPG13) and is a major component providing oversight of our corporate systems. It also maintains organisational risk management strategies related to commercial regulations such as PCI DSS.
• 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: BearingPoint follows the ITIL incident management best practise which is closely aligned with the service desk which is the single point of contact for all users communicating with IT. ; ; In the event of an unplanned interruption to, or quality reduction of an IT service our process follows a structured workflow, that encourages efficiency and best results on behalf of our customers.; ; The incident process provides efficient incident handling which in turn ensures continual service up-time. ; ; Categorisation of incidents dependent on their business impact can be low, medium or high, and follow initial diagnosis, through to resolution and recovery.
• 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: 2%
• Between £500,001 and £1,000,000: 4%
• Between £1,000,001 and £2,500,000: 8%
• Between £2,500,001 and £5,000,000: 10%
• Over £5,000,001: 15%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: DMSZ
• ISO/IEC 27001 accreditation date: Friday 31 October 2025
• What the ISO/IEC 27001 doesn’t cover: N/a
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: DMSZ
• ISO 9001 accreditation date: Saturday 1 November 2025
• What the ISO 9001 doesn’t cover: N/a
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 8ad144d5-c7af-4b02-8940-e60c61f930d6
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: B62e5c22-f2a8-444d-ad26-64bfea096952
• 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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

  • 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
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • 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
    • 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.
    • 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

  • 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
    • 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
    • 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
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • 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
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery

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