COFORGE U.K. LIMITED

AWS Cloud provisioning and AWS hosting services

Coforge Managed Services for AWS enables clients to easily consume native AWS hosting services, driving benefits from a flexible consumption model. The managed-services for AWS allows the agility, flexibility and ease of use that a public cloud environment can deliver with extended management and support provide by Coforge.

Features

• Increase agility through automated deployment and 24×7 DevOps support
• Flexible, consumption-based cloud model reduces infrastructure costs
• Lower support expenses with optimized resource utilization
• Amazon cloud enables secure, well-managed hybrid solutions
• Highly flexible architecture supporting diverse business requirements
• Full integration of AWS services for seamless operations
• Enterprise-grade service management ensures strong governance models
• Tailored governance for compliance and operational efficiency
• Enhanced scalability for dynamic workloads and growth
• Improved reliability with robust cloud infrastructure solutions

Benefits

• Increase agility with automated deployment and 24×7 DevOps support
• Flexible, consumption-based cloud model lowers infrastructure costs
• Amazon cloud enables secure, highly flexible hybrid solutions
• Full integration of AWS services for seamless operations
• Enterprise-grade service management ensures strong, flexible governance models

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 Bids.eu@coforge.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

701866250030378

Contact

Ali Rahman
07801573323
Bids.eu@coforge.com

About your service

• Service categories:

  IaaS

  IaaS Compute

  • Bare metal
  • Container and serverless engine compute
  • Arm-based instances
  • Other non-x86 instances

  Virtualised x86

  • General purpose
  • Compute optimised
  • Memory optimised

  Accelerated

  • GPUs
  • APUs

Service scope

• Service constraints: No constraints are expected, but any that arise specific to the client requirements and landscape will be detailed during the engagement.
• System requirements: None
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Community cloud
  • Hybrid cloud

User support

• Email or online ticketing support: Yes
• Support response times: It would vary based on the chosen services.
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: Yes
• Web chat support availability: 24 hours, 7 days a week
• Web chat support accessibility standard: WCAG 2.2 AAA
• Web chat accessibility testing: We perform assistive testing as standard for our support Chatbots and offer multiple access text , voice.
• Onsite support: Yes, at extra cost
• Support levels: Our services are standardized across three categories: Silver, Gold and Platinum. These varies based on the service level, support coverage, shared/dedicated team and accordingly vary in pricing.
• Support available to third parties: Yes
• AI chatbot: Yes

Onboarding and offboarding

• Getting started: Coforge has an established framework for managing the introduction of a new product or service and transitioning all support services to our shared or dedicated service delivery.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • ODF
  • Other
• Other documentation formats: Microsoft Powerpoint , Microsoft Excel
• End-of-contract data extraction: Data can be extracted through multiple means as defined by the client. Storage explorer Code based apps Export VM images This can incur additional costs as "data out" is chargeable
• End-of-contract process: At the point of termination, all data, accounts and access will be permanently deleted, and will not be able to be recovered or restored. It is the responsibility of the customer to remove all data prior to termination. Additional costs driven by Amazon are applicable.
• Documentation accessibility standard: WCAG 2.2 AAA

Using the service

• Web browser interface: Yes
• Using the web interface: Users can setup , configure and monitor and tabs are available to perform activities. Restrictions exist
• Web interface accessibility standard: WCAG 2.2 AAA
• Web interface accessibility testing: As standard we perform assistive testing for any service and channel we offer
• API: Yes
• What users can and can't do using the API: The API provide will a pass through or extension of underlying AWS Api services and ServiceNow Api services
• API automation tools:
  • Ansible
  • Chef
  • Terraform
  • Puppet
• API documentation: No
• Command line interface: Yes
• Command line interface compatibility:
  • Linux or Unix
  • Windows
  • MacOS
  • Other
• Using the command line interface: The CLI is the command terminal of AWS and is able to run scripts and commands that perform automated provisioning of services within AWS.

Scaling

• Independence of resources: All environments are sized and architected for the Clients environment using network and component separation provide by the Global Cloud providers. Each user is accessing the defined services for their specific organisation on AWS. This is not shared across organisations.
• Usage notifications: Yes
• Usage reporting:
  • API
  • Email
  • SMS
• Optimising consumption: Yes
• Automatic scaling: Yes

Analytics

• Infrastructure or application metrics: Yes
• Metrics types:
  • CPU
  • HTTP request and response status
  • Memory
  • Network
  • Number of active instances
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Reseller providing extra support
• Organisation whose services are being resold: Amazon Web Services (AWS)

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)
  • 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 every 6 months
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Physical access control, complying with another standard
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase

Backup and recovery

• What’s backed up:
  • EC2 instances
  • Databases
  • Configurations
• Backup controls: Backup schedules are agreed during customer Onboarding.
• Datacentre setup: Multiple datacentres with disaster recovery
• Scheduling backups: Users contact the support team to schedule backups
• Backup recovery: Users contact the support team
• Backup and recovery: Yes
• RPO/RTO: Yes

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: AWS currently provides SLAs for several services. Due to the rapidly evolving nature of AWS’s product offerings SLAs are best reviewed; on the AWS site.
• Approach to resilience: The AWS Global infrastructure is built around Regions and Availability Zones (AZs) to provide resilience and redundancy of deployed customer solutions. Each AWS Region provides multiple, physically separated and isolated Availability Zones (always with at least two datacentres) which are connected with private low latency, high throughput and highly redundant fibre-optic networking.
• Outage reporting: Dashboard; API to dashboard; email alerts

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)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: We have a robust identify and access management solution
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)
  • Username or password
• Devices users manage the service through:
  • Dedicated device on a segregated network (providers own provision)
  • Dedicated device over multiple services or networks
  • Any device but through a bastion host (a bastion host is a server that provides access to a private network from an external network such as the internet)
  • Directly from any device which may also be used for normal business (for example web browsing or viewing external email)

Audit information for users

• Access to user activity audit information: Users receive audit information on a regular basis
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users receive audit information on a regular basis
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: Coforges' information security policies and processes are accredited to ISO 27001 and comply with National Laws and Industry Policies where applicable.

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: The process has been standardized and automated within ServiceNow
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We adopt best in industry standards and processes governed by our global security offices.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Though intrusion detection and proactive monitoring
• 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: ITIL v3
• Post-quantum cryptography secure: Yes

Secure development

• Approach to secure software development best practice: Independent review of processes (for example CESG CPA Build Standard, ISO/IEC 27034, ISO/IEC 27001 or CSA CCM v4.0)

Separation between users

• Virtualisation technology used to keep applications and users sharing the same infrastructure apart: Yes
• Who implements virtualisation: Third-party
• Third-party virtualisation provider: AWS
• How shared infrastructure is kept separate: Virtual Private Networks and separated tenants and Accounts are established with the Cloud provider to ensure organisation separation and privacy.

Energy efficiency

• Energy-efficient datacentres: Yes
• Description of energy efficient datacentres: Amazon maintain their own datacentre certifications.

Pricing

• Discount for educational organisations: No
• Free trial available: No

Discount

• Provide your minimum discount applicable to your baseline prices: 1%

Formula for calculating price of your services

• Formula for calculating price of your services:

  Which of the core deployment models you intend to offer

  Public Cloud

  Public Cloud - Formula for calculating price of your services

  ---

  Total Cost

  The Total Cost for a buyer's call off requirement in a Public Cloud Deployment

  =

  Baseline Pricing

  Coforge ensures transparency by referencing official pricing resources from major cloud providers—AWS, GCP, and Azure. Buyers can access baseline pricing and service catalogs through publicly available platforms, enabling accurate cost planning and comparison.; AWS : Offers a pricing portal and calculator with pay-as-you-go rates for all services. Users can estimate costs, download SKU-level pricing, and analyze details for clarity.; Public Price Link AWS: https://calculator.aws/#/; GCP : Provides a pricing table and catalog API displaying SKU-based list prices. Buyers can view, customize, and export pricing data for effective budgeting and forecasting.; Public Price Link GCP: https://cloud.google.com/products/calculator; Azure : Features a pricing portal and calculator covering compute, storage, networking, and more. Options include pay-as-you-go, reserved instances, and savings plans, with downloadable price sheets for detailed evaluation.; Public Price Link Azure: https://azure.microsoft.com/en-in/pricing/calculator/; ; These resources guarantee accurate, up-to-date pricing, helping buyers make informed decisions. Baseline pricing considers discounts, commitments, and usage variations, while major cost components include compute, storage, networking, database, instance family, and region. Actual bills may vary based on complexity.

  Baseline Pricing - Web link

  https://azure.microsoft.com/en-in/pricing/calculator/

  -

  Minimum Discounting

  1%

  +

  Onboarding Activity

  Onboarding costs may vary based on your specific requirements, please confirm with suppliers during the clarification process

  +

  Additional sources of cost

  Beyond baseline pricing, buyers contracting for services in a public cloud model may incur several additional costs. These include onboarding and migration expenses, such as initial setup, deployment, provisioning, data transfer, and configuration activities, which can vary based on complexity and volume. Management overheads for monitoring, governance and compliance also add to the total cost, especially when implementing security policies and identity management frameworks.; Operational costs arise from resource scaling, high availability configurations, and disaster recovery setups. Buyers should also account for network-related charges, including data egress fees for transferring data out of the cloud, inter-region traffic, and VPN connectivity. Licensing costs for third-party tools or enterprise software integrated into the cloud environment can further increase expenditure.; Other factors include support and maintenance fees, premium SLAs L1/L2 support (24*7 if required) for critical workloads, environment documentation, user trainings and costs associated with performance optimization, such as autoscaling or reserved capacity. Additionally, currency fluctuations, sector-specific compliance requirements, and energy price variations may influence overall pricing.; Understanding these cost drivers ensures accurate budgeting and prevents unexpected overruns, enabling buyers to make informed decisions when adopting a public cloud deployment model.

  -

  Additional sources of cost reduction

  Coforge helps clients optimize cloud investments by leveraging multiple cost-reduction strategies within AWS, GCP, and Azure environments. A key approach is commitment-based discounting, where Coforge advises buyers to opt for reserved instances or savings plans for one- or three-year terms, significantly reducing compute costs compared to on-demand pricing.; We also enable clients to benefit from sector-specific discounts, particularly for industries such as government, education, and non-profit, where cloud providers offer preferential pricing. Coforge ensures these opportunities are identified and applied during contract negotiations.; Additional cost-saving measures include volume-based discounts for high usage across services and resource optimization through rightsizing and autoscaling, ensuring workloads consume only what is necessary. Coforge also recommends leveraging spot instances or preemptible VMs for non-critical workloads to achieve substantial savings.; Our cloud governance framework incorporates cost optimization platform which also leverages AWS, GCP, and Azure native utilities to monitor cost and optimize. We further implement data lifecycle policies to manage storage costs and utilize hybrid benefits for existing licenses.; Our services are essentially into four pillars namely, Cloud financial management, continuous cost optimization, cost avoidance and governance and well-established framework which ensures clients achieve maximum value from their cloud deployments.

  ---

• Total Cost: The Total Cost for a buyer's call off requirement in a Public Cloud Deployment
• Baseline Pricing: Coforge ensures transparency by referencing official pricing resources from major cloud providers—AWS, GCP, and Azure. Buyers can access baseline pricing and service catalogs through publicly available platforms, enabling accurate cost planning and comparison.; AWS : Offers a pricing portal and calculator with pay-as-you-go rates for all services. Users can estimate costs, download SKU-level pricing, and analyze details for clarity.; Public Price Link AWS: https://calculator.aws/#/; GCP : Provides a pricing table and catalog API displaying SKU-based list prices. Buyers can view, customize, and export pricing data for effective budgeting and forecasting.; Public Price Link GCP: https://cloud.google.com/products/calculator; Azure : Features a pricing portal and calculator covering compute, storage, networking, and more. Options include pay-as-you-go, reserved instances, and savings plans, with downloadable price sheets for detailed evaluation.; Public Price Link Azure: https://azure.microsoft.com/en-in/pricing/calculator/; ; These resources guarantee accurate, up-to-date pricing, helping buyers make informed decisions. Baseline pricing considers discounts, commitments, and usage variations, while major cost components include compute, storage, networking, database, instance family, and region. Actual bills may vary based on complexity.
• Baseline Pricing - Web link: https://azure.microsoft.com/en-in/pricing/calculator/
• Minimum Discounting: 1%
• Onboarding Activity: Onboarding costs may vary based on your specific requirements, please confirm with suppliers during the clarification process
• Additional sources of cost: Beyond baseline pricing, buyers contracting for services in a public cloud model may incur several additional costs. These include onboarding and migration expenses, such as initial setup, deployment, provisioning, data transfer, and configuration activities, which can vary based on complexity and volume. Management overheads for monitoring, governance and compliance also add to the total cost, especially when implementing security policies and identity management frameworks.; Operational costs arise from resource scaling, high availability configurations, and disaster recovery setups. Buyers should also account for network-related charges, including data egress fees for transferring data out of the cloud, inter-region traffic, and VPN connectivity. Licensing costs for third-party tools or enterprise software integrated into the cloud environment can further increase expenditure.; Other factors include support and maintenance fees, premium SLAs L1/L2 support (24*7 if required) for critical workloads, environment documentation, user trainings and costs associated with performance optimization, such as autoscaling or reserved capacity. Additionally, currency fluctuations, sector-specific compliance requirements, and energy price variations may influence overall pricing.; Understanding these cost drivers ensures accurate budgeting and prevents unexpected overruns, enabling buyers to make informed decisions when adopting a public cloud deployment model.
• Additional sources of cost reduction: Coforge helps clients optimize cloud investments by leveraging multiple cost-reduction strategies within AWS, GCP, and Azure environments. A key approach is commitment-based discounting, where Coforge advises buyers to opt for reserved instances or savings plans for one- or three-year terms, significantly reducing compute costs compared to on-demand pricing.; We also enable clients to benefit from sector-specific discounts, particularly for industries such as government, education, and non-profit, where cloud providers offer preferential pricing. Coforge ensures these opportunities are identified and applied during contract negotiations.; Additional cost-saving measures include volume-based discounts for high usage across services and resource optimization through rightsizing and autoscaling, ensuring workloads consume only what is necessary. Coforge also recommends leveraging spot instances or preemptible VMs for non-critical workloads to achieve substantial savings.; Our cloud governance framework incorporates cost optimization platform which also leverages AWS, GCP, and Azure native utilities to monitor cost and optimize. We further implement data lifecycle policies to manage storage costs and utilize hybrid benefits for existing licenses.; Our services are essentially into four pillars namely, Cloud financial management, continuous cost optimization, cost avoidance and governance and well-established framework which ensures clients achieve maximum value from their cloud deployments.

Mandatory certifications

• Mandatory certifications:

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

  Reseller

  Cloud service suppliers you intend to resell with evidence

  Organisation 1

  Organisation name

  AWS

  Website address/upload for organisation

  Website address

  Website address

  https://partners.amazonaws.com/partners/001E000000VIiPRIA1/

  Organisation 2

  Organisation name

  Microsoft Azure

  Website address/upload for organisation

  Website address

  Website address

  https://marketplace.microsoft.com/en-us/marketplace/partner-dir/b727a530-a0d5-4fb8-bd40-d8f9763e97db/overview

  Organisation 3

  Organisation name

  Google Cloud Platform (GCP)

  Website address/upload for organisation

  Website address

  Website address

  https://cloud.google.com/find-a-partner/partner/coforge-limited

  ISO 9001 certification

  Provided

  ISO 27001 certification

  Provided

  ISO 20000-1 certification

  Provided

  Are you reliant on the Cloud Service Provider for some accreditations

  Yes

Cyber Essentials

• Do you have a Cyber Essentials Plus certificate?: Yes
• Cyber Essentials Plus certificate Number: 9c9fe789-5bf9-41be-9778-774e35ddd2bb

Non-mandatory Standards and certifications

• ISO 28000:2022 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Ensuring new workers are informed of their right to join a trade union
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
    • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
    • Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
    • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
    • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Volunteering opportunities for staff
    • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
    • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
    • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
    • How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
    • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
    • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • 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
    • 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 Bids.eu@coforge.com. Tell them what format you need. It will help if you say what assistive technology you use.