SERA NEON LIMITED

Oracle Cloud Advisory Analytics and business intelligence

Oracle Cloud(SAAS/PAAS/IAAS) EPM, ERP, Procurement and HCM Implementation and Post Implementation Remediation, Fusion UI to Redwood Deployment. Data Migration, SOD, Managed Services across Modules. Working collaboratively with the project and SI teams. Cloud Transformation, UAT/Testing, Training, Reporting, Security and Integration. Public and Higher Education sectors. Client-Side Advisory.

Features

• Lean Model
• Ensures Designs are scalable
• Flexible Cost Models
• Enables and Empowers
• User Empowerment
• Design Scalability
• Client Side Advisory

Benefits

• Assure, Advise and Enable Model
• 24/7 Support teams
• 1 to 1 User support
• Covers Oracle Cloud HCM, Finance, Procurement, PPM and Payroll

• Education pricing available
• Free trial available

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at puneet.sehgal@seraneon.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

164077274699573

Contact

Bid Team
0333 220 3419
puneet.sehgal@seraneon.co.uk

About your service

• Service categories:

  Application Development and Deployment

  Analytics and business intelligence

  • Business Intelligence
  • Advanced and predictive analytics
  • Location and geospatial data management and analytics
• 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: In-Flight Programme and Project Management
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Community cloud
  • Hybrid cloud
• Service constraints: Service disruptions that are due to quarterly patching, however, these are always mitigated by planning them off business hours
• System requirements:
  • Oracle User Licenses for respective modules
  • Remote VPN connectivity for our teams to access environment

User support

• Email or online ticketing support: Yes
• Support response times: Priority 1 questions have a response time of 0.5 hours and resolution target of 4 hours, with cover provided 24×7. Priority 2 incidents have a response time of 1 hour and a resolution target of 12 hours, with cover available from 9am to 5pm, Monday to Friday. Priority 3 incidents have a response time of 4 hours and a resolution target of 24 hours, also covered from 9am to 5pm, Monday to Friday. Priority 4 incidents have a response time of 8 hours and a resolution target of 36 hours, with support provided from 9am to 5pm, Monday to Friday.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: EN 301 549
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: Yes
• Web chat support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: EN 301 549
• Web chat accessibility testing: This has been taken from Microsoft website: Microsoft has conducted extensive, ongoing usability testing for Microsoft Teams, involving users with diverse disabilities and utilizing assistive technology to improve accessibility, particularly within its Office, Windows, and Cloud divisions. In the last year alone, they have performed over 150 usability studies where individuals with disabilities performed common tasks to help focus development on efficiency and satisfaction.
• Onsite support: Yes, at extra cost
• Support levels: Reactive Support; Our support extends beyond the traditional boundaries of the support team, by encompassing specific “super” users. Our dedicated subject matter experts can be notified to provide specialised assistance and guidance to tickets raised by select users as needed. The personalised support we can offer to those specific users ensures that the highest priority needs and requirements are addressed promptly and effectively.; To ensure the Client receives the highest level of support for its Oracle Cloud environment, we propose a dedicated and highly skilled support team comprising specialists across key functional and technical areas. This team is designed to address the organisation's specific needs, ensuring seamless operations, timely issue resolution, and successful management of updates and integrations. Each role has been carefully selected to provide comprehensive coverage across all critical aspects of the system, ensuring business processes are fully supported and aligned with industry best practices. Our proposed team includes:; ; Operations Manager; Oversees the support engagement, ensures SLA compliance, manages escalations, and drives continuous improvement to meet the Client’s objectives.; ; Support Manager; Manages day-to-day operations, coordinates team activities, ensures timely incident resolution, and maintains close collaboration with the Client’s internal teams.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: Sera Neon applies a structured, low-risk, ITIL v4–aligned Service Transition and Onboarding approach designed to ensure continuity of service, knowledge retention and minimal disruption when assuming responsibility from an incumbent Oracle Cloud managed service provider. The approach aligns to ITIL v4 Change Enablement, Transition Planning & Support, Knowledge Management and Service Validation & Testing. Transition Principles: The transition is underpinned by service continuity, parallel assurance, verified knowledge capture, risk-based progression and transparent co-management. 8-Week Transition Plan: Weeks 1–2: Mobilisation & Governance Setup Formal mobilisation and kick-off, confirmation of scope and success criteria, establishment of governance and escalation routes, access to service documentation and creation of a transition risk register. Weeks 3–4: Discovery, Knowledge Capture & Shadow Support Detailed service discovery, review of historical incidents and changes, shadowing of the incumbent provider, validation of SLAs and configuration of Sera Neon ITSM tooling. Weeks 5–6: Reverse Shadowing & Controlled Assumption Sera Neon handles incidents and requests under supervision, reverse shadowing, access and security validation, dry-run escalation scenarios and service readiness checks. Week 7: Parallel Running & Readiness Assurance Parallel service delivery, formal readiness assessment, resolution of residual risks and stakeholder confirmation of service stability. Week 8: Service Take-On & Transition
• Service documentation: Yes
• Documentation formats:
  • ODF
  • PDF
  • Other
• Other documentation formats:
  • Excel
  • Visio
  • Microsoft Power Point
• End-of-contract data extraction: Using a Simple Interface. We would also use a common repository to save all documents as we go along as an example Test Scripts, Deployment and Migration documents
• End-of-contract process: As our services within this offering are priced separately and flexibly based on the user's problem statement, they are often fixed-priced with a natural end date. We provide a FOC hypercare period for the handover. This hypercare period can be anywhere betwen two and 8 weeks depending on the complexity of the deliverable
• Documentation accessibility standard: EN 301 549

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
  • Other
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: No difference between Mobile and Desktop. However in some case where our service is dependent on the ERP software we support, such as Oracle HCM, their could be some differences based on the Licenses the buyer has purchased
• Service interface: No
• User support accessibility: EN 301 549
• API: No
• Customisation available: Yes
• Description of customisation: Users can customise our service in two key ways.; ; First, we provide advisory, configuration, and customisation support across Oracle Cloud ERP, HCM, and AI Agents. Oracle Cloud is highly configurable, including all Finance and HCM modules, workflows, security roles, reporting, and dashboards. Our service supports and advises on these customisations to ensure they are aligned with business processes, governance requirements, and best practices. This enables users to tailor the Oracle environment to their specific operational, reporting, and automation needs while maintaining platform integrity and upgrade compatibility.; ; Second, the structure of our service offering itself is fully customisable. Clients can choose to procure implementation and support services together as a combined SME-led package or as standalone services, depending on their requirements. Service scope, coverage, and engagement model can be tailored to suit organisational size, complexity, and internal capability. This flexible model allows clients to scale services up or down and select the mix of advisory, implementation, and support that best meets their needs

Scaling

• Independence of resources: We always maintain a healthy bench, at least 10%. For instance, our 2026 growth plan already has resources in a separate trajectory to support our pipeline. Plus we have a PMO practice that continously monitoring Demand vs Capacity and Burn Out rates

Analytics

• Service usage metrics: Yes
• Metrics types: Client governance and delivery operate across daily, weekly, and monthly cadences, incorporating stand-ups, scorecards, dashboards, steering group sessions, and structured request, resource, transformation, change, and escalation management. Collaboration spans Project Managers Council and Tech Stakeholders, including Delivery Leads and Developers, as well as Applications Managers, Product Owners, Council Tech Leads, Account Directors, Delivery Leads, and Principal Architects. Executive oversight is provided through engagement with the CIO, Applications Managers, and R&D Leads, ensuring alignment across strategy, delivery, and technical architecture.
• Reporting types:
  • 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: Oracle

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
  • European Economic Area (EEA)
  • Other locations
• User control over data storage and processing locations: Yes
• Datacentre security standards: Supplier-defined controls
• Penetration testing frequency: At least once a year
• Penetration testing approach: In-house
• Protecting data at rest: Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Users own data on their Oracle systems. We access the data to provide our services. In terms of data related to tickets or service requests, this can be easily migrated through our systems to their own. An example of this is Fresh Desk system we use to log user queries and tickets, this system has direct integration between our and their tickting systems allowing free flow of data both ways. We are responsible for setting up this integration
• Data export formats:
  • CSV
  • ODF
  • Other
• Other data export formats:
  • Excel
  • Direct Migration
• Data import formats:
  • CSV
  • ODF
  • Other
• Other data import formats:
  • Excel
  • Microsoft Word
  • Direct Migration

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • IPsec or TLS VPN gateway
• Data protection within supplier network: IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: Service request priority is determined by a combination of urgency and impact. High-impact issues with high or medium urgency are classified as P1 (Critical), while high-impact issues with low urgency and medium-impact issues with high urgency are classified as P2 (High). Medium-impact issues with medium urgency are also classified as P2 (High), and those with low urgency are classified as P3 (Medium). Low-impact issues with high urgency are classified as P3 (Medium), while low-impact issues with medium or low urgency are classified as P3 (Low) and P4 (Low), respectively. Target resolution times are defined by priority level: P1 (Critical) issues are targeted for resolution within 4 business hours, P2 (High) within 1 business day, P3 (Medium) within 3 business days, and P4 (Low) within 10 business days.; For P1 incident resolution, a service credit equal to 5% of the monthly fee applies for each breached incident, while P2 incident resolution breaches result in a service credit of 2.5% of the monthly fee. The total service credits applied in any given month are capped at 15% of the monthly fee.
• Approach to resilience: This Information can be made available on request
• Outage reporting: Any rare outages are usually reported in advance, or in an unlikely scenario where unexpected outage has ocured this will be reported against the established communication protocols.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: Access to management interfaces and support channels is strictly restricted based on role, authorisation, and authentication. This includes our Intranet and access to client systems(This is agreed with the client at the start) Only authorised personnel are granted access, and access rights are regularly reviewed and updated. Strong authentication mechanisms, such as multi-factor authentication (MFA), are enforced, and all user activities are logged and monitored for compliance and security purposes
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)
  • Username or password

Audit information for users

• Access to user activity audit information: Users contact the support team to get audit information
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: User-defined
• How long system logs are stored for: User-defined

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards:
  • CSA CSM version 4.0
  • ISO/IEC 27001
  • Other
• Other security governance standards: Cyber Essentials; Cyber Essentials Plus
• Information security policies and processes: Directtor of Programmes(Ensures Delivery Levl policies are implemented and practised. This includes Data Processing)-Operations Lead(Ensures Implementatiion of all HR related policies)- COO(Responsible for creation of the policies and their downward implementation)-CEO(Overall Responsibility of all Organisational policies)
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Applicability: Applies to all technical changes, whether business-as-usual or professional services.; ; Vendor Responsibility: Full end-to-end management of all changes, from impact assessment to deployment and post-release validation.; ; Impact Assessment: Vendor provides formal assessment for each change; updates via release notes, elective changes via detailed pre-build review.; ; Testing:; ; Vendor handles all technical testing ; ; Vendor provides evidence of successful smoke tests before Client starts regression and UAT.; ; Client executes regression testing and UAT; Vendor supports ; ; Governance: All changes submitted to the Client’s change management process for final approval and scheduling.; ; Deployment Planning: Vendor produces detailed deployment and back-out plans for Client approval.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: The Patches are released by Oracle, we are responsible for applying and regression testing these patches every quarter
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We use Microsoft Defender for continuous protective monitoring across identities, endpoints and cloud workloads. Potential compromises are identified through real-time alerts, behavioural analytics and threat intelligence. Alerts are triaged by severity and investigated promptly. When a risk is identified, we follow a defined incident response process including containment, remediation and root cause analysis. High and critical severity incidents are responded to immediately, typically within minutes, with priority-based SLAs governing response and resolution.
• Incident management type: Supplier-defined controls
• Incident management approach: We have a robust process defined for reporting incidents. For system relaated incidents that include service requests these are reported by our Fresh Desk Systems. For incidents related to any compromises these are usually caught at origin by our Security systems which also interface with our emails, where when for instance a user flags an email as phishing this is automaticaly quartined by our security systems and actioned appropriately
• 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: Yes
• Description of free trial: Free Health Check. We call it the foundation phase. Have already provided to several Public sector organisations and will be investing substantially in 2026 to provide this free service.

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

• Less than £250,000: 2.5%
• Between £250,000 and £500,000: 3.5%
• Between £500,001 and £1,000,000: 5%
• Between £1,000,001 and £2,500,000: 5%
• Between £2,500,001 and £5,000,000: 5%
• Over £5,000,001: 5%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Qualitas Veritas
• ISO/IEC 27001 accreditation date: Tuesday 11 March 2025
• What the ISO/IEC 27001 doesn’t cover: NA
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 944e0d20-8b7f-4284-9667-dbacdbda4b3b
• 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

    • 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

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

    • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
    • Understanding of issues relating to entering the contract workforce
    • 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 puneet.sehgal@seraneon.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.