VE3 GLOBAL LTD

Training & Adoption Module Library (Role-based)

A structured training and adoption service that delivers role-based learning modules for platform users and operational teams, supported by adoption tracking and progress insights. It ensures consistent capability building, faster onboarding, and sustained platform adoption aligned with defined roles and responsibilities.

Features

• Role-based training module library
• Structured onboarding and learning paths
• Self-paced and guided learning content
• Adoption and usage tracking dashboards
• Centralised training content management
• Multi-format learning support (videos, guides, walkthroughs)
• Integration with enterprise platforms and tools
• Progress monitoring and completion reporting
• Configurable training aligned to roles and policies
• Secure, role-based access controls

Benefits

• Accelerates onboarding for platform users and operational teams
• Increases user confidence and platform proficiency
• Drives consistent adoption across roles and teams
• Reduces reliance on manual training and support
• Improves productivity through faster skill enablement
• Provides visibility into adoption and training gaps
• Ensures learning aligns with governance and policies
• Supports scalable training as user base grows
• Enhances long-term platform value realisation
• Improves change management and user satisfaction

• Education pricing 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 prime@ve3.global. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

980138847288679

Contact

Nikhil Alex
02045520840
prime@ve3.global

About your service

• Service categories:

  Applications

  Content workflow and management

  Persuasive content management

  • Digital Adoption Platform
• 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: Designed primarily as an enablement and governance layer for Palantir Foundry / Federated Data Platform implementations and other enterprise data platforms or lakes in Azure, AWS or GCP. It integrates with backlog tools (for example Azure DevOps, JIRA) and governance systems for status, approvals and evidence.
• Cloud deployment model: Public cloud
• Service constraints: The service is provided as a cloud-hosted SaaS application and requires reliable internet access and a modern browser. It assumes availability of core platform(s) being onboarded (for example FDP/Foundry, data lake, analytics tools) and agreed integration to backlog/governance tools where used. Bespoke code changes are out of scope; configuration is via templates and workflows. Planned maintenance may occur outside UK business hours with prior notice. Performance and tenant limits apply and can be scaled by agreement.
• System requirements:
  • Modern web browser (Chrome, Edge, Firefox, Safari latest versions).
  • Reliable internet connection with HTTPS access to FDP+ SaaS endpoints.
  • Ability to allow outbound traffic to whitelisted FDP+ service URLs.
  • Optional: SAML or OIDC identity provider for single sign-on.

User support

• Email or online ticketing support: Yes
• Support response times: We provide 24×7 email and online ticketing support. Standard enquiries are acknowledged within 30 minutes, with response times faster for priority incidents. Weekend and bank-holiday response times remain the same for supported customers under Enhanced and Premium SLAs
• 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: No
• Onsite support: Yes, at extra cost
• Support levels: We provide four support tiers: Standard, Enhanced, Premium and Managed. Standard includes business-hours support, incident handling and access to cloud support engineers. Enhanced adds extended-hours cover, proactive monitoring and improved response SLAs. Premium provides full 24×7 support, priority incident handling, continuous monitoring and scheduled service reviews. Managed offers a fully managed 24×7 service including optimisation, patching, lifecycle management and operational governance. Support pricing varies by tier and is charged as a monthly managed-service fee based on scope and SLA. Customers selecting Enhanced, Premium or Managed tiers receive access to a Technical Account Manager or Cloud Support Engineer for architectural guidance, optimisation recommendations and ongoing assistance.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We provide a structured onboarding approach. Typically this includes: Kick-off and discovery session to confirm objectives, readiness domains (data, governance, people, technology, assurance) and how FDP+ will be used. Configuration workshops (remote or onsite) to set up templates, checklists, workflows, roles and integrations (for example Azure DevOps, JIRA). Admin and power-user training delivered online (and onsite where required), covering configuration, reporting and governance usage. End-user training via short remote sessions and/or recorded walkthroughs focused on completing checklists, actions and approvals. User documentation including admin guides, how-to articles, quick-start materials and API documentation, plus access to a support channel for questions during early adoption.
• Service documentation: Yes
• Documentation formats:
  • PDF
  • Other
• Other documentation formats:
  • JSON
  • XML
• End-of-contract data extraction: At contract end, buyers can export their data using self-service tools and/or APIs. Administrators can download readiness records, actions, evidence metadata, audit trails and reports in standard formats (for example CSV/JSON/PDF). Where required, VE3 can support a supervised bulk export. Data remains accessible for an agreed period (typically at least 90 days).
• End-of-contract process: Towards the end of the contract, we agree a decommissioning timeline, confirm key contacts and support any final exports. Within the contract price, buyers receive: continued service access until the contract end date, self-service and API-based data export, and standard closure activities (account closure, access revocation and scheduled data deletion in line with agreed retention). If the buyer requires additional services – for example, extended data retention beyond the standard period, bespoke export formats, assisted migration into a successor platform, or extra consultancy/training during transition – these are provided on a time-and-materials basis under agreed rates. No further charges apply once decommissioning and contracted retention have completed.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The service is delivered through a responsive web interface that works on modern mobile browsers as well as desktop. Core capabilities such as viewing dashboards, updating actions, completing checklists and approving gates are available on mobile. More complex configuration activities (for example template design, workflow configuration, bulk imports) are optimised for desktop or laptop use. No native mobile app or offline mode is provided.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: The service is accessed through a secure, web-based portal with role-based dashboards. Users can view readiness status, RAG summaries, checklists, action plans, evidence, milestones and approvals. Administrators configure templates, workflows, domains and mappings through dedicated configuration screens. The interface uses clear navigation, tabular views with filters/search, drill-down detail pages and export options for reporting and governance packs.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: We design the interface using semantic HTML, proper heading structure and ARIA attributes to support assistive technologies. Keyboard-only navigation, focus order and visible focus indicators are validated as part of our QA process. We test key user journeys with common screen readers (for example NVDA and VoiceOver), browser zoom up to at least 200%, and high-contrast settings. Identified issues are logged, prioritised and remediated before release. We also incorporate accessibility checks into regression testing for major UX changes and follow an internal accessibility checklist aligned to WCAG 2.2 AA and GOV.UK design guidance
• API: Yes
• What users can and can't do using the API: The service exposes REST APIs to integrate with buyer systems such as Azure DevOps, JIRA, service management and governance tools. Through the API, buyers (or their partners) can create and update readiness records, sync actions and owners, push evidence links or documents, update RAG status, and retrieve current readiness scores, milestones and gate outcomes for reporting. APIs can also be used to trigger workflow steps from external events (for example, when a backlog item or deployment reaches a particular state). Core configuration of templates, domains, workflows and access roles is governed via the admin UI rather than the API, to protect consistency and governance. Rate limits and authentication policies apply, and all API changes are subject to validation and audit logging.
• API documentation: Yes
• API documentation formats:
  • HTML
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Buyers can customise through configuration rather than bespoke development. Admin users can define and adjust readiness domains (for example data, governance, people, technology, assurance), create and modify checklists, questions and evidence fields, and change scoring models, RAG thresholds and gating rules. Workflows for approvals, escalations and notifications are configurable, including roles, approvers and required artefacts. Programme-level settings such as portfolios, organisations, gates, milestones, and standard templates can be tailored to align with local governance frameworks and FDP/FDP+ policies. Visual elements such as terminology, labels and picklists can also be customised to match buyer vocabulary. Customisation is carried out via the admin UI by trained buyer administrators, with optional support from VE3 during onboarding. Core platform behaviour and security controls are not changed.

Scaling

• Independence of resources: We use a multi-tenant, cloud-native architecture with capacity planning and autoscaling to handle variable demand. Logical isolation, workload throttling and fair-use controls minimise “noisy neighbour” effects. Critical components are monitored with alerting and pre-defined scaling thresholds. Where required, higher-assurance customers can be provisioned on separate environments or tiers to further isolate performance and risk.

Analytics

• Service usage metrics: Yes
• Metrics types: We provide metrics on readiness progress (per domain, portfolio and organisation), number of gates passed/blocked, actions opened/closed and overdue, evidence completion rates, and time-to-completion for key activities. Adoption and usage metrics include active users, sessions, checklist completions and approvals over time. Service health metrics (availability, incidents, response times and integration status) can also be reported.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Baseline Personnel Security Standard (BPSS)

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: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest:
  • Physical access control, complying with another standard
  • Encryption of all physical media
• 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 Erasure
  • Degaussing
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Users can export data using self-service tools in the admin UI and via APIs. Administrators can generate on-demand or scheduled exports of readiness records, actions, checklists, evidence metadata, gate outcomes and summary reports. Exports are available in standard formats (for example CSV/JSON, with PDF for governance reports). Bulk exports can be supported on request.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • PDF
  • JSON
  • XML
• Data import formats: CSV

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)

Availability and resilience

• Guaranteed availability: We typically commit to a 99.9% monthly availability SLA for service, measured over each calendar month and excluding scheduled maintenance windows (notified in advance) and force majeure events. Availability is defined as the ability to log in and perform core readiness, checklist, action and reporting functions. For Priority 1 incidents, we provide rapid response and escalation with defined resolution targets as part of the support model. If the guaranteed availability level is not met, buyers are eligible for service credits (for example, a percentage of monthly fees credited or additional service time at no cost) according to thresholds agreed in the call-off contract. Service credits are the sole remedy for SLA shortfalls.
• Approach to resilience: The service is hosted on resilient hyperscale cloud infrastructure, designed for high availability and fault tolerance. Application components are deployed across multiple availability zones, with load balancing and stateless service tiers to minimise single points of failure. Data is stored in managed database and storage services with built-in replication and regular, tested backups to support point-in-time restore. Continuous monitoring, alerting and automated recovery mechanisms help detect and remediate issues quickly. Capacity is scaled based on demand and performance thresholds. Disaster recovery options, including cross-region failover and defined RPO/RTO targets, can be agreed at call-off. More detailed architectural and resilience information can be provided to buyers on request under appropriate confidentiality.
• Outage reporting: We provide transparent outage reporting through agreed channels. For planned maintenance and major incidents, we notify named buyer contacts by email in advance (where possible) and during the incident with status updates and expected timelines. For unplanned outages, buyers receive incident notifications, progress updates and closure confirmation via email and/or the support ticketing system. A service status page or dashboard can be provided for larger deployments to show current availability and recent incidents. Post-incident reviews are shared for significant outages, summarising root cause, impact, timeline and corrective actions. Where applicable, outage information can also be surfaced through APIs or periodic service reports.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: Management interfaces and support channels are restricted using role-based access control, least-privilege roles and strong authentication (including MFA for administrative and support accounts). Access is granted only to authorised personnel through a controlled joiner/mover/leaver process and reviewed regularly. Administrative consoles are reachable only over secure channels, with additional network and IP restrictions where appropriate. All privileged actions (configuration changes, data access, impersonation, support diagnostics) are logged and monitored for anomalous activity. Temporary elevated access is time-bound and approved, with automatic revocation after use.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • 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 have access to real-time audit information
• 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: We operate an information security management framework aligned to ISO 27001 and Cyber Essentials Plus, with policies covering access control, asset management, secure development, vulnerability management, incident management, supplier security, business continuity and data handling. Security governance is overseen by a board-level executive with day-to-day responsibility delegated to an Information Security lead. Policies are approved at senior level, communicated to all staff, and reinforced through mandatory induction and annual security and privacy training. We use a defined risk management process (identification, assessment, treatment, review) and maintain security controls aligned to those risks. Compliance is enforced through technical controls (RBAC, MFA, logging), procedural controls (joiner/mover/leaver, change management) and regular internal audits and management reviews. Incidents follow a documented process with triage, containment, investigation, remediation and reporting, including notification to customers where required.
• 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 controlled configuration and change management aligned to ITIL and secure SDLC practices. Service components (infrastructure, applications, configurations) are tracked in version-controlled repositories and environment inventories, with changes linked to tickets and releases. All changes undergo impact assessment (including security, privacy and availability), peer review and, where appropriate, CAB/ARB approval. Security-sensitive changes are reviewed by technical and security leads, with additional testing (functional, regression, security scans) in non-production environments before promotion. Changes are fully logged, with rollback plans defined for higher-risk releases.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: We operate a risk-based vulnerability management process aligned to ISO 27001 and Cyber Essentials Plus. Potential threats are identified via automated scanning, dependency checks and manual reviews, then risk-assessed using CVSS, exploitability and asset criticality. We track advisories from cloud providers, major vendors, CERT feeds and recognised threat intelligence sources. Critical vulnerabilities are prioritised for rapid remediation (typically within days), with high/medium issues addressed within defined SLAs via patching, configuration changes or compensating controls. Remediation is tested in non-production where appropriate, then deployed through controlled change management with verification and audit logging.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: We use centralised logging and monitoring to collect events from application, infrastructure and security components (auth, admin actions, configuration changes, network access, errors). Alerts are configured for suspicious patterns such as repeated failed logins, privilege escalation, anomalous access, or integrity issues. Potential compromises are triaged by severity, with containment and investigation initiated immediately for high/critical alerts. Incident response follows defined playbooks with rapid response for Priority 1 events (typically within one hour), including evidence capture, eradication, recovery and communication to affected customers. Post-incident reviews identify root causes and drive improvements to controls and monitoring rules.
• 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: We operate an ITIL-aligned incident management process with predefined playbooks for common events (service outage, performance degradation, access issues, security alerts and data issues). Users report incidents via the support portal, email or phone; all are logged, prioritised and assigned based on impact and urgency. High-severity incidents trigger escalation to technical and management leads and, where relevant, security specialists. During major incidents we provide regular progress updates to named contacts. For significant or security-related incidents, we issue written incident reports summarising timeline, impact, root cause, remediation and lessons learned, and agree follow-up actions with the buyer where appropriate.
• 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: Yes
• Free trial available: No

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

• Less than £250,000: 1%
• Between £250,000 and £500,000: 1.25%
• Between £500,001 and £1,000,000: 1.5%
• Between £1,000,001 and £2,500,000: 2%
• Between £2,500,001 and £5,000,000: 3%
• Over £5,000,001: 5%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Staunchly Management and System Services Limited
• ISO/IEC 27001 accreditation date: Saturday 6 January 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: Staunchly Management and System Services Limited
• ISO 9001 accreditation date: Saturday 24 June 2023
• 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: D87607cd-0025-481e-8f94-0800702f70cf
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: F46b0858-b762-40d1-9775-dbf1fc93978b
• Other security certifications: Yes
• Any other security certifications:
  • ISO 14001
  • ISO 20001
  • ISO 22301

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
    • 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)
    • 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 prime@ve3.global. Tell them what format you need. It will help if you say what assistive technology you use.