IBM UNITED KINGDOM LIMITED

IBM - Planning Analytics as a Service

IBM Planning Analytics is a collaborative budgeting, planning and forecasting solution with in-built modelling, scorecard, reporting and analytics capabilities. Highly scalable, it provides on-demand analytics of complex multi-dimensional data with real-time analysis. It helps organisations large and small drive greater process efficiency needed to steer business performance effectively.

Features

• Budgeting, planning and rolling forecasting with predictive insights.
• Top down, bottom up and driver based planning easily supported.
• Personal what-if capabilities and scenario modelling using sandboxes.
• Choice of user interfaces - web, Microsoft Excel and mobile.
• Built on the powerful in-memory database and calculation engine, TM1.
• Easily integrates with any ODBC compliant data source, ERP/GLs, APIs.
• Built-in data analysis capabilities, data visualisation and dashboards.
• Configurable workflow, easy to control and monitor.
• Offline planning capability via Microsoft Excel.
• Flexible and responsive data modeling over large volumes of data.

Benefits

• Ability to create integrated operational and financial plans.
• Solution built and owned by line of business.
• Regain control of disconnected budgeting and forecasting processes.
• Real-time analysis of evolving plans.
• Speed of building your solution to your requirements.
• Easily adjust planning cadence to respond to market events quickly.
• Rich compatibility with Excel for easy integration with existing spreadsheets.
• Collaborative capabilities provide a more integrated plan.
• Correlation capabilities allow for un-biased analysis.
• Create more accurate forecasts with built-in predictive and AI capabilities.

• 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 ukcat@uk.ibm.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

890273823493674

Contact

Anne-Marie Wheeler
0207 202 3000
ukcat@uk.ibm.com

About your service

• Service categories:

  Application Development and Deployment

  Analytics and business intelligence

  • Business Intelligence
  • Advanced and predictive analytics
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: IBM Cognos Analytics,; IBM Controller,; IBM Analytics Content Hub,; IBM Watsonx Orchestrate.
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: - Planning Analytics On Premise: supported only on Windows Server (2016, 2019 and 2022) and major Linux distributions. Users must plan their own patch cycles.; ; - Planning Analytics Advanced Certified Containers: supports Red Hat Openshift, EKS, AKS and GKE. Users must plan their own patch cycles but high availability means no downtime.; ; - Planning Analytics as a Service: instances follow IBM’s scheduled maintenance (typically every third Saturday of the month.) High availability means no downtime.
• System requirements:
  • Internet connection and web browser
  • Remote Desktop for Administrators/Modellers (on premises only)
  • Microsoft Excel

User support

• Email or online ticketing support: Yes
• Support response times: IBM look to define and agree appropriate service levels and response times for each particular implementation based upon business need. Services levels are defined by categorising incident types according to severity, with response times per category of severity eg. Sev 1, 2 and 3. We would typically monitor e-mail/ticketing/telephone support 24x7, 7 days a week, categorising the incident and invoking the appropriate SLA. Sev 1/2 incidents can be prioritised for weekend responses. Sev 3 or 4 would typically attract a response during office hours (Monday to Friday 9 to 5).
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: None or don’t know
• 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: None or don’t know
• How the web chat support is accessible: Unknown
• Web chat accessibility testing: Unknown
• Onsite support: Yes, at extra cost
• Support levels: Support is available 24x7. Support is provided by a ticketing system. Customer can define severity level 1-4. IBM can provide an Accelerated Value Program, more details can be found here: http://www-01.ibm.com/software/support/acceleratedvalue/index.html
• Support available to third parties: Yes
• AI chatbot: Yes

Onboarding and offboarding

• Getting started: For our latest SaaS offering hosted on AWS and Azure, the customer technical contact provisions the environment via a self service SaaS console and is provisioned in minutes.; ; For our IBM Cloud hosted offering, IBM provision the environment after which and the client technical contact is issued with an encrypted welcome kit, which includes all the initial security information and details about the Planning Analytics service. ; ; An onboarding service is available at an extra cost. Modelling and user training is available at training centres, online or onsite. User documentation is available online and there are online 'how to' videos available.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: Before the end of the contract, the TM1 database (i.e. cubes, dimensions, processes, data, etc) and Planning Analytics Workspace content store (i.e. dashboards, reports, planning application, etc) can be downloaded and stored on the customer's network. ; ; Data (held within cubes and dimensions) can be exported into a tabular format either to a text file or to an external database as an alternative option.
• End-of-contract process: At the end of the contract, customers can export their data at no additional cost using self-service tools provided within the platform. IBM then deletes all customer content in accordance with the Data Processing Agreement (DPA). Backups are securely destroyed within 60 days of termination, and IBM certifies data deletion for compliance purposes. These activities are included in the contract price.; ; The service ensures encryption of all data at rest and in transit throughout the lifecycle, including during deletion, and follows ISM requirements; ; Optional services, such as migration assistance may incur additional costs and are available upon request.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: Yes
• Compatible operating systems: Windows
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: You can access Planning Analytics Workspace from an Apple iPad. Other mobile devices are not currently supported in Planning Analytics Workspace.; ; Limitations on iPad; - No editing or data entry (Edit mode disabled).; - No creation or saving of views/books/sets, no “Save As”.; - No administrative tasks.; - No conditional formatting, member calculations.; - No sharing or deleting of views.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: User support can be carried out via the IBM Support portal (https://www.ibm.com/mysupport).
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Unknown
• API: Yes
• What users can and can't do using the API: Use the TM1 REST API to perform create, read, update, and delete operations on Planning Analytics data by using standards that are defined by OData Version 4.; ; Use the IBM Planning Analytics Workspace UI API to return generated Planning Analytics Workspace assets. You can return assets such as cube views, the dimension editor, the set editor, and TM1 views.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • HTML
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Users can customise dashboards and reports (books), charts and tables, data views (subsets, filters, and hierarchies), and personal workspaces within Planning Analytics Workspace. At a system level, organisations can also customise the data model (dimensions, cubes, and calculations), security and access rights, and the overall look and feel (themes and branding).; ; Customisation is primarily performed through the Planning Analytics Workspace user interface. Users can create and edit books, change visualisations, apply formatting, and define custom subsets and views using built-in editors and property panels. More advanced configuration, such as modifying data models, business rules, calculations, integrations, and automation, is carried out using administrative and modelling tools, including the Planning Analytics modelling workbench and APIs.; ; End users can personalise their own views, dashboards, and reports. Power users or business analysts can create and share more advanced reports, subsets, and standard views for teams. System administrators and developers are responsible for system-wide customisation, including data models, security, integrations, and branding, ensuring changes align with governance and access controls.

Scaling

• Independence of resources: IBM Planning Analytics as a Service is fully containerised and orchestrated via Red Hat OpenShift (ROSA) within AWS and Azure. This design enforces tenant isolation using OpenShift namespaces and TM1 database segregation, ensuring that workloads from one customer do not impact another.; ; The architecture of these services maintains logical separation of client data. Internal rules and measures separate data processing, such as inserting, modifying, deleting, and transferring data, according to the contracted purposes.

Analytics

• Service usage metrics: Yes
• Metrics types: IBM Planning Analytics provides robust service usage and monitoring capabilities:; - Performance Control Cubes (StatsByClient, StatsByCube, etc.) track real-time metrics on message counts, memory, CPU, threads, rules, and server activity.; - Workspace administration tools enable or disable performance tracking, view active threads, and inspect memory/CPU usage; - Thresholds & alerts support monitoring metrics (memory, CPU, thread wait-time, unresponsiveness), with configurable warning/critical levels and notifications.; - Database alerts notify when memory usage exceeds limits
• Reporting types:
  • Real-time dashboards
  • 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)
  • Other locations
• User control over data storage and processing locations: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: In-house
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: All Planning Analytics offerings can export data using ETL processes, REST API or exporting views of data in the web to a text file, Excel, PowerPoint or PDF.; ; The Planning Analytics for Excel add-in allows data to easily be exported into Excel reports as a static output or dynamically connected to the database.; ; For our IBM Cloud hosted offering, data can be exported using FTP and/or Satellite Connector (VPN tunneling technology). ; ; For AWS/Azure hosted offering, data can be exported using Planning Analytics ODBC Data Connector. It can work with additional services in AWS/Azure and other platforms that provide SFTP capabilities.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • TXT
  • JSON
  • XML
  • PDF
  • XLSX
  • PPTX
  • PNG
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • TXT
  • JSON

Data-in-transit protection

• Data protection between buyer and supplier networks: TLS (version 1.2 or above)
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: IBM Planning Analytics SaaS (AWS/Azure) delivers a high-availability, production-grade service with robust service level commitments. It aims to provide availability of 99.9%. IBM will provide compensation for failing to meet these targets as follows: Less than 99.9% = 2% of monthly subscription fee. Less than 99.0% = 5%, Less than 95% = 10%. IBM applies the highest applicable compensation.
• Approach to resilience: Available at request.
• Outage reporting: IBM Planning Analytics cloud-hosted offerings have a dedicated public status page available for real-time updates on service health, scheduled maintenance, and incidents. Users can subscribe via email to receive automated notifications for incidents, maintenance schedules, and status changes directly from the status page. There is an API that will allow the retrieval of notifications in the format of your choice (JSON, XML, YAML).

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
• Access restrictions in management interfaces and support channels: Access to management interfaces and support channels is restricted through role-based access controls, enforced via centralized identity management systems. Privileged access requires manager approval, multi-factor authentication (MFA), and VPN connectivity. Sessions are time-bound, logged, and monitored by the Security Operations Centre (SOC). Shared credentials are prohibited except for emergency “break-glass” accounts, which require pre-authorized tickets and are closely audited. Support staff access is limited to troubleshooting needs, with least-privilege principles applied and all actions recorded for compliance and accountability.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Identity federation with existing provider (for example Google Apps)
  • Username or password

Audit information for users

• Access to user activity audit information: Users have access to real-time audit information
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: User-defined
• How long system logs are stored for: User-defined

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards:
  • CSA CSM version 4.0
  • ISO/IEC 27001
  • Other
• Other security governance standards: ISO/IEC 27017 (Cloud security controls); ISO/IEC 27018 (Protection of PII in public clouds); ISO/IEC 27701 (Privacy Information Management)
• Information security policies and processes: Our organisation follows globally recognised information security policies and processes aligned with ISO/IEC 27001, ISO/IEC 27017, ISO/IEC 27018, ISO/IEC 27701, and CSA STAR principles. Governance is managed through a central Chief Information Security Office (CISO) and Business Information Security Officers (BISOs), ensuring compliance with corporate security standards and regulatory requirements.; Security is embedded throughout the software development lifecycle using a secure-by-design approach, incorporating automated vulnerability scanning, static/dynamic application testing, and container image checks within CI/CD pipelines. Risk management and change control are enforced through formal workflows and approval boards.; Incident response is coordinated by a 24/7 Security Operations Centre (SOC) and Cybersecurity Incident Response Team (CSIRT), supported by continuous monitoring and escalation procedures. Data protection policies enforce encryption in transit and at rest (AES-256), key management via cloud-native services (AWS KMS or Azure Key Vault), and secure data sanitisation at contract termination.; Personnel security includes mandatory training, background checks, and role-based access controls. Compliance is validated through regular audits and certifications, ensuring robust governance across both AWS and Azure hosting environments.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Configuration and change management approach: We follow formal configuration and change management processes aligned with ISO/IEC 27001 and ISM requirements. All components are tracked throughout their lifecycle using configuration management tools and documented in system security plans. Changes are logged in ServiceNow and reviewed by a Change Control Board (CCB) for security, compliance, and operational impact. Pre-production testing includes regression, performance, and security validation before deployment. Automated CI/CD pipelines enforce security gates (SAST/DAST, vulnerability scans) to prevent misconfigurations. Emergency changes follow documented runbooks with audit trails, ensuring traceability and risk-based approvals.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: We follow a structured vulnerability management process aligned with ISO/IEC 27001 and ISM requirements. Threats are assessed through continuous vulnerability scanning (Tenable, container image checks) integrated into CI/CD pipelines, supplemented by annual independent penetration testing. Intelligence is sourced from IBM’s PSIRT, CSIRT, global SOC, vendor advisories, and threat feeds. Patches are prioritized by severity: critical vulnerabilities are expedited, while others follow defined SLAs. All remediation is tracked through formal workflows, validated in staging environments, and monitored post-deployment to ensure compliance and risk reduction.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: We use continuous monitoring through centralized SIEM platforms and cloud-native telemetry to detect potential compromises. Alerts are correlated with threat intelligence from IBM’s global SOC, PSIRT, and CSIRT. Incidents are triaged immediately, with Severity 1 issues addressed within one hour, 24/7. Response includes containment, investigation, and remediation following documented runbooks and escalation paths. Automated alerts, behavioral analytics, and vulnerability intelligence ensure rapid detection and response, supported by forensic logging and audit trails for compliance.
• 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: IBM maintains and follows incident response policies aligned with NIST guidelines for computer security incident handling, and will comply with data breach notification requirements under applicable law.; IBM investigates security incidents, including unauthorised access or use of content or Cloud Service, of which IBM becomes aware, and, if warranted, define and execute appropriate response plan.; IBM promptly notifies Client upon determining that a security incident known or reasonably suspected by IBM to affect Client has occurred.; IBM provides Client with reasonably requested information about such security incident and status of applicable remediation and restoration activities performed or directed by IBM.
• 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)

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: No
• Free trial available: Yes
• Description of free trial: IBM Planning Analytics is available for a 30 day trial. It includes Web and Excel interface with some standard use cases to explore in the web experience. It excludes applications and plans, modeling capabilities and administration.
• Link to free trial: https://www.ibm.com/account/reg/us-en/signup?formid=urx-52358

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

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

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Bureau Veritas
• ISO/IEC 27001 accreditation date: Thursday 22 August 2024
• 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: Bureau Veritas
• ISO 9001 accreditation date: Tuesday 3 June 2025
• What the ISO 9001 doesn’t cover: N/a
• Quality management systems (QMS): Yes
• CSA STAR certification: Yes
• CSA STAR accreditation date: Monday 16 October 2017
• CSA STAR certification level: Level 1: CSA STAR Self-Assessment
• What the CSA STAR doesn’t cover: N/a
• PCI certification: Yes
• Who accredited the PCI DSS certification: Schellman Compliance, LLC
• PCI DSS accreditation date: Friday 31 October 2025
• What the PCI DSS doesn’t cover: N/A
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 3f96bc6f-909d-4286-b8d8-83a6e034c7ea
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: B44f7e8e-3a9e-4634-a3f0-72c81ffc4450
• 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
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • Plans for positive actions with community groups.
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives
    • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
    • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events

  • Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero

    Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.

    • Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
    • Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 6: Employment and training: For those who face barriers to employment

    • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
    • Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
    • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
    • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
    • Introducing transparency to pay and reward processes
    • Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
    • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
    • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.

    • Understanding of the issues affecting the development of new skills by target cohort
    • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
    • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery
    • Content of the outreach activity is designed to suit the target cohort
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort

  • Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.

    Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.

    • Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
    • Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
    • Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
    • Actions to invest in the physical and mental health and wellbeing of the contract workforce

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

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