ENTSERV UK LIMITED

DXC Technology - Data & AI - DXC Private AI

DXC's Private AI services ensure design, deployment and runtime management of AI solutions for customers willing to benefit from AI while ensuring data privacy, sovereignty and high security. The solution is designed for flexible managed service across the complete AI stack and lifecycle,

Features

Use case ideation for Private AI
Use case pilot enablement
Scale Private AI use case (pilot to production)
Run and Maintain full stack Private AI solutions
FinOps for Private AI solutions
Availability management for Private AI solutions
Full stack security and compliance for Private AI
Complete lifecycle for data preparation, integration and management
Service Management for Private AI solutions
Management of change for user organizations adopting Private AI

Benefits

Identification of business and processes enhancements thanks to private AI
Fast testing of private AI use cases in secured environment
Resilient and secured run time solutions for Private AI
Cost controlled and optimized Private AI solutions
Secured and organized customer data for Private AI solutions

Service documents

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 richard.eckersley2@dxc.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

Contact

ENTSERV UK LIMITED Richard Eckersley
Telephone: +447825113627
Email: richard.eckersley2@dxc.com

About your service

Service categories

PaaS

AI Platforms

AI life cycle
AI software services
Search and knowledge discovery

Service scope

Service constraints: No specific constraint to benefit from DXC Private AI services.
System requirements: No specific requirements
Cloud deployment model: Public cloud

Private cloud

Community cloud

Hybrid cloud

User support

Email or online ticketing support: Yes
Support response times: Depends on contracted SLA (can be up to 24/7/365)
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: Yes, at an extra cost
Web chat support availability: 24 hours, 7 days a week
Web chat support accessibility standard: WCAG 2.2 AA
Web chat accessibility testing: Testing utilises 3rd party testing tools to ensure that the web chat service complies to WCAG 2.2 AA standard.
Onsite support: Yes, at extra cost
Support levels: Support levels for the service are as follows:

1. Telephone and email support from customer services.
2. User training on core functionality and specific use cases.
3. Escalation services where necessary to technical resources.

All are included as part of the solution provided.
Support available to third parties: Yes
AI chatbot: No

Onboarding and offboarding

Getting started: To help users get started we work collaboratively and follow a simple structure in line with their needs. In general this structure is as follows:

1. Initial Consultation - To understand business goals and current AI maturity.
Identify high-value use cases.
2. AI Assessment - Analyze existing infrastructure and compliance requirements. Recommend deployment model and integration plan.
3. Guided Setup - Deploy AI pilot serving customer’s needs.
4. Scale to production for validated use cases and configure governance, security, and cost controls.
5. Training & Enablement - Provide hands-on training for the solution use. Share best practices for building and scaling AI apps.
6. Prebuilt Templates & Accelerators - Offer ready-to-use apps and agentic workflows for rapid adoption.
7 Ongoing Support - Dedicated DXC team for troubleshooting, updates, finops and roadmap guidance.

To initiate this process, clients can contact DXC using the G-Cloud contact details provided.
Service documentation: Yes
Documentation formats: HTML

ODF

PDF

Other
Other documentation formats: Video
End-of-contract data extraction: When the contract ends, DXC Private AI service ensures customer users stay in full control of their data. In many context data will already be in a customer owned environment. In other context where customer might have chosen to have data in an external environment then DXC will enable extract of their data through the following methods for the users:

1. Export via Web Interface - Users can download all project data, configurations, and logs in standard formats (JSON, CSV).
2. API-Based Extraction - Provides endpoints for bulk export of AI models, prompts, usage metrics, and governance data.
3. Database Dump - Full export of underlying data repositories if required for compliance or migration.
4. Secure Transfer - Data is encrypted during export and delivered via secure channels (SFTP or customer-preferred method).
End-of-contract process: When approaching the end of contract customer will inform DXC about the desire to renew with similar scope or evolve the scope of services or stop getting the services from DXC on this scope.
When customer inform about the willingness to exit DXC services towards the end of the contract, DXC will organize a planning meeting with customer to get information about the considered future mode of operation and supplier considered. DXC will then inform customer about the steps required depending on the current solution settings and the target. Exit planning meeting is included in the price. Migration assistance is an option for which charge will depend on source and envisioned target solution.
Documentation accessibility standard: None or don’t know
How the documentation is accessible: Private AI solution has not yet undergone formal accessibility testing with assistive technology users (such as screen readers or voice navigation tools).
However, the web interface is designed with accessibility principles in mind, including:

Responsive design for different screen sizes
Keyboard navigation support
Clear labeling of UI elements
High-contrast themes for readability

If required, DXC can conduct WCAG-compliant testing and provide accessibility documentation as part of implementation.

Using the service

Web browser interface: Yes
Using the web interface: Users can:
Access a centralized dashboard for governance, observability, and cost control.
Configure and deploy AI applications without writing code using predefined templates.
Monitor real-time performance of AI models and agents.
Manage reusable AI agents and orchestrate workflows.
Integrate with enterprise systems via API connectors.
Control security settings and enforce compliance policies.
View consumption reports and manage budgets for AI workloads.
Web interface accessibility standard: WCAG 2.2 AA
Web interface accessibility testing: Testing utilises 3rd party testing tools to ensure that the web chat service complies to WCAG 2.2 AA standard, as well as manual functional testing in specific product areas.
API: Yes
What users can and can't do using the API: Users can:
Integrate Private AI solution with enterprise systems (e.g., SAP, Salesforce, Workday).
Invoke prebuilt AI agents and workflows programmatically.
Submit prompts and retrieve responses from supported LLMs.
Access governance and observability data (e.g., usage metrics, audit logs).
Manage configurations for AI applications via API endpoints.
Trigger deployment of predefined templates for rapid use case setup.

Users can't:
Bypass security or compliance policies enforced by the platform.
Redistribute the platform or its components to other organizations.
API automation tools: Ansible

Terraform

Other
Other API automation tools: Jenkins (for CI/CD pipelines and automated workflows).

Azure DevOps – For enterprise-grade build and release automation.

GitHub Actions – For workflow automation and integration with repositories.

ServiceNow – For ITSM workflows and automated ticketing.

Kubernetes Operators – For container orchestration and AI workload scaling.

Airflow – For data pipeline orchestration and AI model workflows.
API documentation: Yes
API documentation formats: Open API (also known as Swagger)
Command line interface: Yes
Command line interface compatibility: Linux or Unix

Windows

MacOS
Using the command line interface: Users can:
Deploy and configure AI components.
Trigger AI workflows and agent orchestration.
Manage platform settings and integrations.
Access logs and monitoring data for troubleshooting.
Automate tasks via scripts for CI/CD pipelines.

Scaling

Independence of resources: Users are not impacted by other users’ demand through logical and physical resource isolation combined with autoscaling:

1. Dedicated Resource Allocation: Each customer’s workloads run in isolated environments (logical separation at the tenant level), preventing resource contention.
2. Autoscaling & Elastic Capacity: The platform dynamically scales compute and storage resources based on workload demand, ensuring performance consistency even during peak usage.
3. Quota & Throttling Controls: Service-level quotas and rate-limiting mechanisms prevent any single user from monopolizing shared resources.
4. Monitoring & SLA Enforcement: Continuous monitoring ensures compliance with agreed SLAs for performance and availability.
Usage notifications: Yes
Usage reporting: API

Email

SMS

Other
Other usage reporting: Configurable Alerts: Users can set custom thresholds for proactive notifications.
Optimising consumption: Yes
Automatic scaling: Yes

Analytics

Infrastructure or application metrics: Yes
Metrics types: CPU

Disk

HTTP request and response status

Memory

Network

Number of active instances
Reporting types: API access

Real-time dashboards

Regular reports

Reports on request
Resource tagging: Yes
FOCUS resource tagging: Yes

Resellers

Supplier type: Reseller providing extra features and support
Organisation whose services are being resold: Dell, HPE, NVIDIA, AWS, Azure, GCP, IBM

Staff security

Staff security clearance: Conforms to BS7858:2019
Government security clearance: Developed Vetting (DV)

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 CHECK service provider
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
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

Backup and recovery

What’s backed up: Platform Configuration: All system settings, governance rules, and security policies.

AI Models and Prompts: Deployed configurations, libraries, and agent templates.

Application Data: Prebuilt and custom AI apps, workflows, orchestration logic.

Usage and Audit Logs: Observability data for compliance and reporting.

Integration Settings: API keys, connectors, and enterprise system integration details.

Cost and Consumption Reports: Historical billing and usage metrics.
Backup controls: Users control what backups are performed through the web interface and API:

1. Web Interface Settings: Enable or disable automated backups.
Select backup frequency (daily, weekly, monthly). Choose which components to back up (models, configurations, logs).
2. API Control: Use endpoints to trigger on-demand backups. Define scope (specific AI apps, agents, or entire platform). Schedule backups programmatically for integration with automation tools.
3. Retention Policies - Set retention duration for stored backups. Configure versioning and rollback options.
Datacentre setup: Multiple datacentres with disaster recovery
Scheduling backups: Supplier controls the whole backup schedule
Backup recovery: Users can recover backups themselves, for example through a web interface

Users contact the support team
Backup and recovery: Yes
RPO/RTO: Yes

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 between the buyer’s network and the provider’s network is also protected through:

1. Mutual Authentication: Certificates and secure keys are used to authenticate endpoints before data exchange.
2. Compliance Standards: The solution adheres to government security frameworks (e.g., ISO 27001, Cyber Essentials Plus) ensuring secure inter-network communication.
Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

Guaranteed availability: DXC's Private AI solution guarantees high availability, typically through:

99.9% or higher uptime SLA for core services.
Redundant architecture across multiple availability zones to prevent single points of failure.
Automated failover and load balancing to maintain service continuity during outages.
Continuous monitoring and trend analysis to detect and resolve issues proactively.
Approach to resilience: The service is designed for high resilience through multiple layers of protection and redundancy:

1. Multi-Zone Architecture: Workloads are distributed across multiple availability zones to eliminate single points of failure.
2. Automated Failover: If a component or zone fails, traffic and workloads are automatically rerouted to healthy nodes.
3. Load Balancing: Dynamic load balancing ensures even distribution of demand and prevents overload.
4. Data Replication: Critical data is replicated across zones for durability and quick recovery.
5. Continuous Monitoring & Self-Healing: The platform monitors health and can restart or replace failed components automatically.
6. Disaster Recovery Plans: Includes defined RPO (Recovery Point Objective) and RTO (Recovery Time Objective) targets to ensure continuity.
Outage reporting: Should an outage occur then this would be reported through multiple mechanisms:

1. Service Status Page: A user accessible dashboard showing real-time service health and incident updates.
2. Email Notifications: Automated alerts sent to registered contacts when an outage occurs or is resolved.
3. Management Portal Alerts: Visual notifications within the customer portal for active incidents.
4. API/Webhook Integration: For advanced users, outage information can be pushed to ITSM or monitoring tools.
5. Post-Incident Reports: Detailed root cause analysis and remediation steps shared after resolution.

Identity and authentication

User authentication needed: Yes
User authentication: Multi-Factor Authentication (MFA)
Access restrictions in management interfaces and support channels: User authentication is handled through secure, multi-factor mechanisms:

1. Identity Provider Integration: Supports SAML 2.0, OAuth 2.0, and OpenID Connect for Single Sign-On (SSO) with enterprise identity systems.
2. Multi-Factor Authentication (MFA): Enforced for all administrative and user accounts, typically via password + token or biometric.
3. Role-Based Access Control (RBAC): Ensures users only access resources aligned with their roles.
4. Certificate-Based Authentication: For API and service-to-service interactions.
5. Encryption of Credentials: All credentials are stored and transmitted securely using industry-standard encryption.
Access restriction testing frequency: At least once a year
Management access authentication: Multi-Factor Authentication (MFA)
Devices users manage the service through: Dedicated device on a government network (for example PSN)

Dedicated device over multiple services or networks

Any device but through a bastion host (a bastion host is a server that provides access to a private network from an external network such as the internet)

Directly from any device which may also be used for normal business (for example web browsing or viewing external email)

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: At least 12 months
Access to supplier activity audit information: Users contact the support team to get audit information
How long supplier audit data is stored for: At least 12 months
How long system logs are stored for: At least 12 months

Security governance

Named board-level person responsible for service security: Yes
Security governance certified: Yes
Security governance standards: CSA CSM version 4.0
Information security policies and processes: DXC follows a comprehensive information security program governed by the Enterprise Security Policies and Standards (ESPS), which are designed to meet or exceed industry standards such as ISACA, NIST, CIS, and ISO/IEC 27001. Policies and standards are established by the Chief Information Security Officer (CISO) and are reviewed at least annually or upon significant changes. The ESPS framework includes administrative, organizational, technical, and physical safeguards, and is supported by a dedicated Risk and Governance team responsible for policy development, approval, and maintenance. Compliance is ensured through regular audits, risk assessments, and a global internal audit function that reports to the DXC Audit Committee and the EVP, General Counsel. DXC enforces policy adherence through a combination of training, awareness programs, and technical controls such as role-based access control, multi-factor authentication, and continuous monitoring. The Security Incident Reporting and Management Standard outlines procedures for reporting, investigating, and managing security incidents. The Security Delivery Lead and Client Security Officer share responsibility for customer satisfaction regarding security, and improvement proposals are managed through formal change management processes. DXC's approach ensures that policies are consistently implemented, monitored, and updated to address evolving threats and regulatory requirements.

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: Configuration Management
1. Version Control: Configurations maintained in a controlled repository with audit trails.
2. Baseline Configurations: Approved settings documented and enforced across environments.
3. Access Control: Only authorised personnel make configuration changes, governed by permissions.

Change Management
1. Formal Change Process: Changes via documented workflow including:
a. Request Submission: Change requests logged centrally.
b. Impact Assessment: Technical and security impact reviewed.
c. Approval Workflow: Approved by designated authorities.
2. Testing & Validation: Changes tested in non-production environments before deployment.
3. Rollback Plans: Every change includes rollback procedure to restore previous.
4. Audit & Logging: Changes logged for compliance, traceability.
Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
Vulnerability management approach: Our organisation has robust processes in place to frequently review and act upon events and alerts from security logs and monitoring tools. Security log monitoring is performed 24x7x365 using a SIEM platform, with incident response coordinated by a dedicated Security Incident Response Coordination Center (SIRCC) and Security Operation Center (SOC). Logs from applications, data, servers, infrastructure devices, middleware, and network components are collected centrally, correlated, and analyzed for abnormal activities and patterns. Incident Analytics Specialists conduct deep incident analysis, including forensic review at the raw event level, and author correlation rules, integrate threat intelligence, and review rules regularly.
Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
Protective monitoring approach: Our organisation has robust processes in place to frequently review and act upon events and alerts from security logs and monitoring tools. Security log monitoring is performed 24x7x365 using a SIEM platform, with incident response coordinated by a dedicated Security Incident Response Coordination Center (SIRCC) and Security Operation Center (SOC). Logs from applications, data, servers, infrastructure devices, middleware, and network components are collected centrally, correlated, and analyzed for abnormal activities and patterns. Incident Analytics Specialists conduct deep incident analysis, including forensic review at the raw event level, and author correlation rules, integrate threat intelligence, and review rules regularly.
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: Structured incident management process designed to ensure rapid detection, response, and resolution of issues:

1. Detection & Logging - Incidents detected through monitoring.
Incidents logged centrally.
2. Classification & Prioritisation - Incidents categorised by severity, impact and urgency.
3. Notification - Customers notified:
Email alerts
Portal dashboard
API/webhook integration for ITSM tools.
4. Investigation & Resolution - Immediate root cause analysis. Temporary workarounds applied. Permanent fixes implemented, tested.
5. Escalation - Critical incidents escalated. SLA-driven escalations enforced.
6. Communication - Status updates during lifecycle. Post-incident reports shared.
7. Post-Incident Review - Lessons learned documented. Preventive measures implemented to avoid recurrence.
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)

Separation between users

Virtualisation technology used to keep applications and users sharing the same infrastructure apart: Yes
Who implements virtualisation: Supplier
Virtualisation technologies used: Hyper-V
How shared infrastructure is kept separate: Different organisations sharing the same infrastructure are kept apart through multi-layered isolation mechanisms, including:

1. Logical Separation via Virtualisation
Each tenant operates in its own virtual machine or container, enforced by hypervisor-level isolation.
2. Network Segmentation
Virtual networks, VLANs, and firewalls ensure no cross-tenant traffic.
3. Dedicated Identity & Access Management
Role-based access controls and tenant-specific credentials prevent unauthorized access.
4. Data Encryption & Key Isolation
All data is encrypted at rest and in transit, with keys managed per tenant.
5. Policy Enforcement & Monitoring
Continuous monitoring and compliance checks ensure isolation integrity.

Energy efficiency

Energy-efficient datacentres: Yes
Description of energy efficient datacentres: Datacentres adhere to the EU Code of Conduct for Energy Efficient Datacentres through the following measures:

1. Energy Efficiency Best Practices - Implementation of optimised cooling systems, hot/cold aisle containment, and efficient power distribution.
2. Monitoring & Reporting - Continuous measurement of PUE (Power Usage Effectiveness) and regular reporting to ensure compliance with EU standards.
3. Renewable Energy Usage - Preference for renewable energy sources and green power procurement where possible.
4. Server Virtualisation & Consolidation - Reducing physical hardware footprint to minimise energy consumption.
5. Lifecycle Management - Efficient hardware refresh cycles and responsible disposal aligned with sustainability goals.
6. Compliance Audits - Periodic audits and certification to demonstrate adherence to the EU Code of Conduct guidelines.

Pricing

Discount for educational organisations: No
Free trial available: No

Discount

Provide your minimum discount applicable to your baseline prices: 0%

Formula for calculating price of your services

Which of the core deployment models you intend to offer

Public Cloud
Private Cloud

Public Cloud - Formula for calculating price of your services

Total Cost: The Total Cost for a buyer's call off requirement in a Public Cloud Deployment
=
Baseline Pricing: The baseline prices can be found in the pricing documents associated with the service offerings in Lot 1a.
Baseline Pricing - Web link: https://dxc.com/insights/knowledge-base/discover-how-to-cut-the-cost-of-cloud-migration
-
Minimum Discounting: 0%
+
Onboarding Activity: Onboarding costs may vary based on your specific requirements, please confirm with suppliers during the clarification process
+
Additional sources of cost: There are no additional sources of cost
-
Additional sources of cost reduction: There are no additional sources of cost reduction

Private Cloud - Formula for calculating price of your services

Total Cost: The Total Cost for a buyer's call off requirement in a Private Cloud Deployment
=
Baseline Pricing: The baseline prices can be found in the pricing documents associated with the service offerings in Lot 1a.
-
Minimum Discounting: 0%
+
Onboarding Activity: Onboarding costs may vary based on your specific requirements, please confirm with suppliers during the clarification process
+
Additional sources of cost: There are no additional sources of cost
-
Additional sources of cost reduction: There are no additional sources of cost reduction

Mandatory certifications

Are you are bidding to offer IaaS and/or PaaS as a reseller or are you in sole control of the infrastructure

Sole Control and also accredited to resell other providers' services

Cloud service suppliers you intend to resell with evidence

Organisation 1

Organisation name

Amazon Web Services

Website address/upload for organisation

Website address

https://aws.amazon.com/partners/dxc

Organisation 2

Organisation name

Google Cloud

Website address/upload for organisation

Upload

Provided

Organisation 3

Organisation name

Microsoft Azure

Website address/upload for organisation

Website address

https://marketplace.microsoft.com/en-us/partners/93f33571-550f-43cf-b09f-cd331338d086/overview

ISO 9001 certification

Provided

ISO 14001 certification

Provided

ISO 27001 certification

Provided

ISO 20000-1 certification

Provided

ISO 27017 certification

Provided

Are you bidding to provide services under Lot 1b or both Lot 1a and Lot 1b?

Yes

ISO 27018 certification

Provided

Cyber Essentials

Do you have a Cyber Essentials Plus certificate?: Yes
Cyber Essentials Plus certificate Number: 71a0fb97-216d-4781-914b-3aaf2455c8f2

Non-mandatory Standards and certifications

ISO 28000:2022 certification: No
Quality management systems (QMS): Yes
CSA STAR certification: No
PCI certification: No
Other security certifications: Yes
Any other security certifications: ISO 22301 Business Continuity Management System

ISO 27701 Privacy Information Management System

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

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