REDINET LIMITED

Microsoft Azure and 365 Digital Transformation and Migration Planning

Redinet offers a flexible range of managed IT and Cloud services designed to meet our clients’ specific requirements, enabling organisations to focus on their primary business.

Features

• Discovery of your existing infrastructure
• Migration of data into Azure
• Setup of domains in Azure
• Setup of AD sync to Azure
• User training
• Ongoing support services

Benefits

• Minimise impact on user during migratio
• Free up your IT teams time
• Redinet will escalate calls into Microsoft
• Full call logging and reporting of calls

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 sales@redinet.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

971860577195626

Contact

Mike Beeson
020 8249 7000
sales@redinet.co.uk

About your service

• Service categories:

  Cloud Support Services

  Cloud Migration Planning

  • Capability analysis
  • Enterprise architecture
  • Cloud gap assessment
  • Architecture options analysis
  • Delivery Road-mapping
  • Other

Service scope

• Service constraints: N/A

User support

• Email or online ticketing support: Yes, at extra cost
• Support response times: We target our service desk with a One-Hour valid first response. Our first response is based on an engineer responding with an action and not an automated response. Our support team are targeted on a number of Key Performance Indicators. We are committed to providing buyers with the highest level of support possible. Examples of these is, Telephone pickup KPI which is within 10 seconds and consistently averages at 93%, well above our target of 85%. First Response to Tickets within One-hour SLA averages at 97%, which is above our target of 94%. These are reviewed on a quarterly basis.
• 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: No
• Support levels: Redinet offer support to fit the needs of our clients. Standard Business Hours are, Monday to Friday, 8am to 6pm. We also provide support outside of these hours (up to 24/7) to fit the needs of all business and can be tailored as required. Our SLA for first response is 1-hour for a valid response from an engineer who has been assigned to the ticket. Support package costs can be discussed on a per customer basis dependant on required levels

Resellers

• Supplier type: Reseller providing extra features and support
• Organisation whose services are being resold: Microsoft Azure, Microsoft 365

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: None

Pricing

• Discount for educational organisations: No

Architecture roles

Business architect

Role level	UK Rate	Offshore Rate
Trainee business architect	£1,200.00	£1,200.00
Associate business architect	£1,200.00	£1,200.00
Business architect	£1,200.00	£1,200.00
Lead business architect	£1,200.00	£1,200.00

Data architect

Role level	UK Rate	Offshore Rate
Data architect	£1,200.00	£1,200.00
Senior data architect	£1,200.00	£1,200.00
Chief data architect	£1,200.00	£1,200.00

Enterprise architect

Role level	UK Rate	Offshore Rate
Enterprise architect	£1,200.00	£1,200.00
Senior enterprise architect	£1,200.00	£1,200.00
Lead enterprise architect	£1,200.00	£1,200.00
Principal enterprise architect	£1,200.00	£1,200.00

Network architect

Role level	UK Rate	Offshore Rate
Associate network architect	£1,200.00	£1,200.00
Network architect	£1,200.00	£1,200.00
Lead network architect	£1,200.00	£1,200.00

Security architect

Role level	UK Rate	Offshore Rate
Security architect	£1,200.00	£1,200.00
Lead security architect	£1,200.00	£1,200.00
Principal security architect	£1,200.00	£1,200.00

Solution architect

Role level	UK Rate	Offshore Rate
Associate solution architect	£1,200.00	£1,200.00
Solution architect	£1,200.00	£1,200.00
Senior solution architect	£1,200.00	£1,200.00
Lead solution architect	£1,200.00	£1,200.00
Principal solution architect	£1,200.00	£1,200.00

Technical architect

Role level	UK Rate	Offshore Rate
Associate technical architect	£1,200.00	£1,200.00
Technical architect	£1,200.00	£1,200.00
Senior technical architect	£1,200.00	£1,200.00
Lead technical architect	£1,200.00	£1,200.00
Principal technical architect	£1,200.00	£1,200.00

Chief digital and data roles

Chief data officer

Role level	UK Rate	Offshore Rate
Chief data officer	£1,500.00	£1,500.00

Chief information security officer

Role level	UK Rate	Offshore Rate
Chief information security officer	£1,500.00	£1,500.00

Chief technology officer

Role level	UK Rate	Offshore Rate
Chief technology officer	£1,500.00	£1,500.00

Cyber security roles

Cyber security audit and assurance

Role level	UK Rate	Offshore Rate
Lead cyber security audit and assurance	£1,200.00	£1,200.00
Principal cyber security audit and assurance	£1,200.00	£1,200.00

Cyber security governance and risk management

Role level	UK Rate	Offshore Rate
Associate cyber security governance and risk manager	£1,200.00	£1,200.00
Lead cyber security governance and risk manager	£1,200.00	£1,200.00
Principal cyber security governance and risk manager	£1,200.00	£1,200.00

Cyber security monitoring

Role level	UK Rate	Offshore Rate
Associate cyber security monitoring	£1,200.00	£1,200.00
Lead cyber security monitoring	£1,200.00	£1,200.00
Principal cyber security monitoring	£1,200.00	£1,200.00

Cyber security incident response

Role level	UK Rate	Offshore Rate
Associate cyber incident response	£1,200.00	£1,200.00
Lead cyber security incident response	£1,200.00	£1,200.00
Principal cyber security incident response	£1,200.00	£1,200.00

Cyber security vulnerability management

Role level	UK Rate	Offshore Rate
Associate cyber security vulnerability management	£1,200.00	£1,200.00
Lead cyber security vulnerability management	£1,200.00	£1,200.00
Principal cyber security vulnerability management	£1,200.00	£1,200.00

Cyber security secure design

Role level	UK Rate	Offshore Rate
Associate cyber security secure systems architecture and design	£1,200.00	£1,200.00
Lead cyber security secure systems architecture and design	£1,200.00	£1,200.00
Principal cyber security secure systems architecture and design	£1,200.00	£1,200.00

IT operations roles

Infrastructure engineer

Role level	UK Rate	Offshore Rate
Associate infrastructure engineer	£1,200.00
Infrastructure engineer	£1,200.00
Senior infrastructure engineer	£1,200.00
Lead infrastructure engineer	£1,200.00
Principal infrastructure engineer	£1,200.00

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: BSI
• ISO/IEC 27001 accreditation date: Monday 28 April 2025
• What the ISO/IEC 27001 doesn’t cover: We made the decision to cover everything we do under our certificate. We don't cover other businesses with our accreditation.
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 65f237a3-8887-4b1b-a38a-90319390ab38
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 3f81ac7c-c7e2-4d74-b6a3-b0faf57dea0f
• 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
    • 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
    • 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.

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

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

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

    • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
    • 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
    • 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
    • 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
    • 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

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 sales@redinet.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.