ALTERA HEALTHCARE (IT) UK LTD

Altera Cloud Services

This service provides a secure, scalable, and fully managed cloud environment on Azure. It removes the operational burden by managing infrastructure, security, monitoring, updates, and disaster recovery. Leveraging Azure's architecture, it ensures high availability, performance, and scalability, enabling seamless access, maintaining compliance, and ensuring uninterrupted critical workflows.

Features

• Azure-Hosted Architecture
• Managed Infrastructure & Operations
• High Availability & Resilience
• Robust Security Framework
• Disaster Recovery & Backup Services
• Role-Based Access Control (RBAC)
• Scalable Resource Model
• Comprehensive Support Model
• Secure API Integrations
• Regular Updates & Enhancements

Benefits

• Reduced Operational Burden
• Improved Reliability
• Stronger Security Posture
• Cost Predictability
• Enhanced Scalability
• Rapid Deployment & Updates
• Better User Experience
• Compliance Support
• 24/7 operations team

Service documents

• 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 salessupport.emea@alterahealth.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

917611260123682

Contact

Altera EMEA Sales Support
02086181465
salessupport.emea@alterahealth.com

About your service

• Service categories:

  Cloud Support Services

  Managed Cloud

  Managed Public cloud

  • Managed Public IaaS
  • Managed Public SaaS/PaaS
  • Application management

Service scope

• Service constraints: The service includes standard operating constraints typical of cloud-hosted, fully managed solutions, ensuring stability, security, and predictable performance. Buyers should note:; ; Shared Responsibility - customers manage device security, network connectivity, and identity governance.; ; Maintenance Windows -routine updates occur during scheduled, communicated windows to minimise impact.; ; Integration Dependencies - third-party integrations rely on external service availability and supported APIs.; ; Data Residency - deployments must align with Azure regions for localisation needs.; ; Network Connectivity - performance depends on stable internet and proper firewall settings. These constraints are standard for enterprise cloud services and do not affect high availability, security, or overall performance.

User support

• Email or online ticketing support: Yes
• Support response times: We provide 24x7x365 support, responding to inquiries based on severity and priority. Our escalation framework ensures urgent issues receive immediate attention. ; ; Response expectations include:; ; Critical / Severity 1: Immediate response with continuous engagement until resolved.; ; High / Severity 2: Rapid response, typically within minutes.; ; Medium / Severity 3: Timely response within standard support timeframes.; ; Low / Severity 4: Non-urgent inquiries addressed within normal business cycles.; ; All tickets are managed through ServiceNow for automated routing, real-time tracking, and prompt escalation. This approach ensures every technical, operational, or general question is addressed quickly relative to its impact.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: No
• Support levels: We provide one unified support level for all clients. This ensures every customer receives the same high-quality, enterprise-grade support without tiered limitations.; ; Our single support level includes:; ; 24x7x365 availability for all incidents and inquiries; ; Severity-based response and escalation, ensuring urgent issues receive immediate attention; ; Access to the full support team, including technical specialists and cloud operations staff; ; Online ticketing via ServiceNow, with real-time tracking and communication; ; Proactive monitoring and alerting for system health and performance; ; Standard SLAs applied consistently across the entire client base; ; By offering a single, comprehensive support level, we provide predictable, equitable, and high-quality support to every customer, regardless of organization size or complexity.

Resellers

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

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Baseline Personnel Security Standard (BPSS)

Pricing

• Discount for educational organisations: No

Chief digital and data roles

Chief technology officer

Role level	UK Rate	Offshore Rate
Chief technology officer	£1,940.00	£1,058.40

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: NQA Global Assurance
• ISO/IEC 27001 accreditation date: Monday 21 July 2025
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: NQA Global Assurance
• ISO 9001 accreditation date: Wednesday 2 April 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: C46016c7-09cf-4685-9b0d-be169dcf2ac9
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: Adf93802-21e9-4a67-96df-c41e5f278aa9
• Other security certifications: Yes
• Any other security certifications:
  • DSP Toolkit (Standards Exceeded)
  • SOC2

Social value

• Section B - Commitment for Future: Delivery:

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

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

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • 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
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • 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
    • 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 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 to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • 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.

    • 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

  • 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
    • 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
    • Plans for positive actions with community groups.
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • 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
    • 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
    • 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

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

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

    • Understanding of the issues affecting the development of new skills by target cohort
    • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery
    • 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

• 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 salessupport.emea@alterahealth.com. Tell them what format you need. It will help if you say what assistive technology you use.