CEOX SERVICES LTD

Power Platform Observability and Cost Optimisation

Optimise your organisation’s Power Platform usage and costs with Ceox’s in-depth review. Monitor, analyse, and optimise resource consumption and licensing strategy to maximise value, improve efficiency, and control expenditure across Power Apps, Power Automate, Dynamics 365, Copilot, Power Pages and Power BI solutions with our governance and oversight setup service.

Features

• Ceox will perform in-depth analysis of your Power Platform tenant
• Formal report to highlight issues and propose solutions, suggest remediation
• Adoption maturity assessment, propose roadmap for improvements and adoption
• Tailored specifically to UK public-sector organisations, understanding constraints, track record
• Review licensing usage, propose license optimisation strategies, estimate cost profiles
• Backed by quantifiable statistical analysis, data driven assessments, domain knowledge
• Covers Power Apps, Power Automate, Power BI, Copilot, Dynamics usage
• Engage with stakeholders to plan future strategies, agree goals objectives
• Assess guardrails, governance, oversight, security and audit business processes
• Power Platform Centre of Excellence Starter Kit experts implementation specialists

Benefits

• Understand how to utilise Center of Excellence Starter Kit (CoE)
• Review your Power Platform estate tenant-wide, environments, apps, flows, dashboards
• Optimise licencing efficiency, Microsoft Power Platform Licensing Guide compliant
• Realise cost savings and optimisation, understand multiplexing
• Compare PAYG (Pay-As-You-Go), Per App, Per User Premium licenses
• Understand Copilot AI builder credits, Dataverse file log storage entitlement
• Govern consumption based billing, Azure Billing Plan,
• Estimate costs for new solutions and plan implementation accordingly
• Plan investment to fit your organisations specific needs
• Roadmap improvements to governance and oversight controls

• 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 digitalmarketplace@ceox.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

904632700317406

Contact

Gavin Harte
0333 987 4495
digitalmarketplace@ceox.co.uk

About your service

• Service categories:

  Application Development and Deployment

  Application platforms

  • Model driven application platforms
  • Robotic process automation
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes
• What software services is the service an extension to: Our software is built upon Microsoft Power Platform.
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Community cloud
  • Hybrid cloud
• Service constraints: None
• System requirements:
  • Latest three versions of Mozilla Firefox, Google Chrome and Edge
  • Windows 10 or Later
  • MacOS 10.13 or Later
  • IOS 13 or Later
  • Android 10 or Later
  • Further info here - https://learn.microsoft.com/en-us/power-apps/limits-and-config

User support

• Email or online ticketing support: Yes
• Support response times: Support Incidents are classified under one of four levels depending on severity:; Level 1: Critical,; Level 2: Major,; Level 3: Significant,; Level 4: Minor.; ; The levels have the following response and resolve times:; Level 1: 1 hour respond, 4 hours resolve;; Level 2: 4 hours respond, 8 hours resolve;; Level 3: 1 day respond, 3 days resolve;; Level 4: 2 days respond, 5 days resolve.; ; Ceox service desk runs during standard UK office hours 08:30 - 18:00 hrs (Monday to Friday excluding Bank Holidays) with 24x7 available at extra cost.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: Yes, at an extra cost
• Web chat support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: Gavin review
• Onsite support: Yes, at extra cost
• Support levels: Ceox can tailor support levels and costs to an organisation depending on requirements. We assign a named Service Delivery Manager for each customer. By default, incidents are assigned one of four levels depending on severity: Level 1: Critical - The reported problem causes a halt to core business processes and no work-around is available. Level 2: Major - The reported problem causes degradation to core business processes and no reasonable work-around exists Level 3: Significant - The reported problem impacts operational environment but does not affect core business processes. A work-around is available. Level 4: Minor - A non-critical problem is causing some disruption but with little or no impact to our business operations. The levels have the following response and resolve times: Level 1: 1 hour respond, 4 hours resolve; Level 2: 4 hours respond, 8 hours resolve; Level 3: 1 day respond, 3 days resolve; Level 4: 2 days respond, 5 days resolve.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: The level of onboarding and offboarding support provided by Ceox depends on the customer's requirements. Ceox can provide full support for organisations who want to rollout the service to their whole organisation. Ceox can also support small pilot trials if desired. At the end of the engagement, Ceox can tailor the level of offboarding support required. Ceox also provides a number of training options including: train the trainer, training for key individuals, classroom training for all users and floor walking support.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • Other
• Other documentation formats: Microsoft provide online videos and interactive learning portals
• End-of-contract data extraction: Customers can export their data at any time using the standard export services. Ceox can provide complete support in undertaking this process.
• End-of-contract process: The amount of notification required to end the contract depends on the length of contract taken out and will be included in the call-off contract. At the end of the contract process, Ceox will assist the customer in extracting any data or moving to another supplier as required.
• Documentation accessibility standard: WCAG 2.2 AA

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: Users can access Power Platform from mobile and desktops equally. The service is accessed via a browser and supports most modern mobile and desktop browsers. Business Applications built within Power Platform are also responsive and adapt to the device on which they're accessed. In addition to the browser access, Power BI provides a desktop client for creating reports.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Power Platform can be accessed through a number of interfaces, predominantly a web browser but also through the Web API.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Microsoft have done extensive testing to ensure that Power Platform is accessible, more details and conformance reports can be found here: https://www.microsoft.com/en/trust-center/compliance/accessibility
• API: Yes
• What users can and can't do using the API: The Power Platform Web API allows access to features within Power Platform. The Web API is implemented using RESTful APIs.
• API documentation: Yes
• API documentation formats: HTML
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Yes, the Power Platform service is designed to be customised by Citizen Developers. Users can customise all of the platform, building their own Business Applications in Power Apps, Dashboards in Power BI, Workflows in Power Automate and Chatbots in Power Virtual Agents.

Scaling

• Independence of resources: The service operates multiple scale groups in each data centre and automatically provisions new customers into a scale group. The architecture of scale groups is designed to meet the many needs of operating a service at scale, including security, scalability, performance, tenant isolation, serviceability, and monitoring. Each customer has their own individual database, separate from other customers’ databases. Data processing is logically segregated through capabilities specifically developed to help build, manage, and secure multi-tenant environments.

Analytics

• Service usage metrics: Yes
• Metrics types: The Power Platform Admin Center provides complete control over the Power Platform and includes insights into user adoption and analytics which can allow administrators to understand and control usage and adoption.
• Reporting types: Real-time dashboards
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Reseller providing extra features and support
• Organisation whose services are being resold: Microsoft

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
• User control over data storage and processing locations: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Encryption of all physical media
  • Other
• Other data at rest protection approach: The data within the Dynamics 365 and Power Platform is encrypted using a PFX or BYOK encryption key. All instances of Dynamics 365 use Microsoft SQL Server Transparent Data Encryption (TDE) to perform real-time encryption of data when written to disk, also known as encryption at rest.
• 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: Customers can export their data at any time using the standard export services. Ceox can provide complete support in undertaking this process. Data can be exported to Excel or using built-in functionality can be replicated to a separate SQL Azure instance.
• Data export formats:
  • CSV
  • ODF
  • Other
• Other data export formats:
  • Various formats can be exported from Power Platform.
  • Ceox can provide assistance in choosing the most appropriate format
  • Common formats include XML and database backups
• Data import formats:
  • CSV
  • ODF
  • Other
• Other data import formats:
  • Various formats can be imported into Power Platform.
  • Ceox can provide assistance in choosing the most appropriate format.
  • Common import formats include uploading an on-premise CRM database

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
  • Other
• Other protection between networks: Data in transit is protected between the customer's network and Microsoft. Find more details here: https://docs.microsoft.com/en-us/azure/security/fundamentals/network-overview
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Other
• Other protection within supplier network: Please see https://docs.microsoft.com/en-us/azure/security/fundamentals/network-overview

Availability and resilience

• Guaranteed availability: The level of availability guaranteed by Microsoft is 99.9% availability (based on 24x7). Microsoft pay service credits if the service does not meet the required up-time for a given month and Ceox will pass all service credit from Microsoft straight to the customer.
• Approach to resilience: Power Platform is built upon Microsoft's Azure infrastructure. Details of the resiliency can be found here: https://learn.microsoft.com/en-us/azure/reliability/overview
• Outage reporting: Outages are reported through the Power Platform Admin Center, users can see the status of the current service health, historic service health and planned maintenance.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
  • Other
• Other user authentication: Power Platform uses Azure Active Directory for authentication. This then enables role based access controls to be put in place across the whole Power Platform. In addition, data can be protected independent of applications so that users cannot use apps to access data they would have previously not had access to.
• Access restrictions in management interfaces and support channels: The service comes with a set of administrator roles that you can assign to users in your organisation. Each admin role maps to common business functions, and gives those people permissions to do specific tasks in the Power Platform Admin Center.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password

Audit information for users

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

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: Ceox use ISO27001 certified policies and procedures to ensure that information security risk is controlled adequately. There is a Security Working Group (SWG) which handles the assessment and control of information security risk.
• 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: Microsoft has developed formal standard operating procedures (SOPs) governing the change management process. These SOPs cover both software development and hardware change and release management, and are consistent with established regulatory guidelines including ISO 27001, SOC 1 / SOC 2, NIST 800-53, and others.; ; Ceox uses configuration and change management procedures produced inline with ISO9001 and ISO27001. These are based on the ITIL framework and make use of DevOps tooling where possible.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: In support of the Information Security Policy, Microsoft runs multiple layers of antivirus software to ensure protection from common malicious software. Servers within the Microsoft environment run anti-virus software that scans files uploaded and downloaded from the service for viruses or other malware. Microsoft has its own Security Response Center (MSRC) that also supplies information to all our customers covering the whole range Microsoft products.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: The service employs sophisticated software-defined service instrumentation and monitoring that integrates at the component or server level, the datacenter edge, our network backbone, Internet exchange sites, and at the real or simulated user level, providing visibility when a service disruption is occurring and pinpointing its cause.; ; Proactive monitoring continuously measures the performance of key subsystems of the Power Platform against the established boundaries for acceptable service performance and availability. When a threshold is reached or an irregular event occurs, the monitoring system generates warnings so that operations staff can address the threshold or event.
• 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: Ceox runs an incident management process based upon ITIL's Service Operation practices. These include detailed processes for handling security incidents.; ; Microsoft has developed robust processes to facilitate a coordinated response to incidents. Details of which can be found here: https://learn.microsoft.com/en-us/compliance/assurance/assurance-incident-management
• Post-quantum cryptography secure: Yes

Secure development

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

Public sector networks

• Connection to public sector networks: Yes
• Connected networks:
  • Public Services Network (PSN)
  • Joint Academic Network (JANET)

Pricing

• Discount for educational organisations: No
• Free trial available: Yes
• Description of free trial: Microsoft offer a free trial of Power Platform which can also be used for initial development. Ceox can assist customers who wish to make use of Microsoft's free trial offer. Details of which can be found here: https://docs.microsoft.com/en-us/powerapps/maker/signup-for-powerapps
• Link to free trial: https://docs.microsoft.com/en-us/powerapps/maker/signup-for-powerapps

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: Alcumus ISOQAR
• ISO/IEC 27001 accreditation date: Thursday 26 September 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: Alcumus ISOQAR
• ISO 9001 accreditation date: Tuesday 25 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: 0229bf02-0819-436c-9f0c-6b5461f21ec6
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: A85b1f4b-96cb-4728-a740-e57b23c7a875
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

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

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

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

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

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

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

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

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

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • Plans for positive actions with community groups.
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives
    • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
    • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events

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

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

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

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

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

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

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

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

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

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

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

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

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

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