TRANSFER 360 LIMITED

Transfer 360 - Digital Fleet

Transfer 360 allows Local Authorities to issue PCNs to fleet and lease companies electronically. The system avoids post, reducing costs and carbon footprint. Driver details are returned automatically, removing manual handling and liability disputes.

Features

• Digitise PCNs to fleet and lease companies
• Send PCNs to fleet companies without the need for post
• Receive driver details automatically
• Full reporting, audit and data tracking
• Guarantee instant delivery of PCNs to fleet companies

Benefits

• Reduce PCN issuing costs
• Remove PCN liability disputes
• Avoid manual handling
• Reduce carbon footprint
• Increase PCN payment rates
• Reduce PCN life cycle time

• 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 info@transfer360.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

634914844375272

Contact

Richard Williams
020 3995 3453
info@transfer360.co.uk

About your service

• Service categories:

  Application Development and Deployment

  Data management

  Data integration and intelligence

  • Data Ingestion and Transformation Software
• 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: PCN Management Software such as:; - Chipside; - Zatpark; - Taranto; - Polaris; - Marston/NSL; - Imperial; - Trellint
• Cloud deployment model:
  • Private cloud
  • Hybrid cloud
• Service constraints: N/a
• System requirements: Internet access

User support

• Email or online ticketing support: Yes
• Support response times: 48 hours minimum
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: Yes
• Support levels: Full customer support including administrative and full technical support: email, phone and 1-2-1 in person support as standard.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: - Technical integration; - User training (remote or on site); - Full user documentation
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: Bulk download of all data available in preferred format.
• End-of-contract process: There are no end of contract costs.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Via web or email in conjunction with person to person support.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: None or don’t know
• API: Yes
• What users can and can't do using the API: Access fleet data, communicate PCNs and receive PCN response from fleet companies.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Integration process can be fully customised by all users to tie into existing PCN management operations.

Scaling

• Independence of resources: Transfer 360 is designed so that demand from one customer does not adversely affect others. The platform uses a multi-tenant architecture with logical separation of customer data and access. It runs on cloud-based infrastructure that scales automatically to handle changes in demand. Core services are stateless and load-balanced, ensuring workloads are distributed fairly. Rate-limiting and continuous performance monitoring prevent abnormal usage from impacting overall service quality.

Analytics

• Service usage metrics: Yes
• Metrics types: - PCN volumes with associated outcomes; - Billing and usage data; - User usage information; - Feature usage volumes
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

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: Another external penetration testing organisation
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• 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: Data Erasure

Data importing and exporting

• Data export approach: Csv, excel, pdf and web link.
• Data export formats: CSV
• Data import formats: CSV

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
  • Legacy SSL and TLS (under version 1.2)
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: 99.5% up time is guaranteed as standard which can be raised to 99.9% where required.
• Approach to resilience: Available on request
• Outage reporting: Email alerts and API also available.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Username or password
• Access restrictions in management interfaces and support channels: Transfer 360 restricts access to management interfaces and support channels using role-based access control (RBAC), ensuring users have only the privileges required for their role. Administrative accounts require multi-factor authentication (MFA). Support staff access customer systems via secure, logged sessions, with activity monitored and audited. All access is reviewed regularly and inactive accounts are deactivated. These controls ensure that only authorised personnel can manage services or handle sensitive data, maintaining security and accountability across all management and support interactions.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • 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 contact the support team to get 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: ISO/IEC 27001
• Information security policies and processes: Comprehensive, risk-based approach to information security, aligned with industry best practices and UK GDPR requirements.; ; Data Protection & Encryption: All personal and sensitive data is encrypted in transit (TLS 1.2+) and at rest (AES-256).; ; Access Control: Role-based access ensures users and staff have the minimum privileges required. Multi-factor authentication (MFA) is enforced for administrative access.; ; Network & Infrastructure Security: The platform runs on secure cloud infrastructure with firewalls, automated patching, and regular vulnerability scanning.; ; Monitoring & Logging: Systems, access, and user activity are continuously monitored, with audit logs retained and reviewed for unusual activity.; ; Incident Management: We maintain formal processes for detecting, reporting, and resolving security events, with lessons learned incorporated into continuous improvement.; ; Change & Configuration Management: All infrastructure and application changes are reviewed, tested, and approved before deployment.; ; Staff Training: Employees complete mandatory security training, with ongoing awareness programs covering phishing, secure data handling, and coding practices.; ; Business Continuity: Daily backups and disaster recovery plans ensure data availability and resilience, with regular testing to validate procedures.; ; Third-Party Management: Suppliers are assessed for security compliance, with contractual obligations for confidentiality and data protection.; ; Transfer 360’s policies and processes ensure robust protection of customer data and secure, reliable service delivery.
• 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: Transfer 360 maintains a formal configuration and change management process. All service components: servers, databases, APIs and applications are tracked through their lifecycle using version control and inventory tools. Proposed changes undergo impact assessment, including security, operational and compliance reviews. Changes are tested in isolated environments before approval. Approved changes are deployed following defined procedures with audit trails and post-deployment monitoring to detect anomalies. Emergency changes follow a controlled rapid response process. This ensures that all components remain secure, consistent, reliable and that potential risks are identified and mitigated before deployment.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Transfer 360 follows a structured vulnerability management process to protect services. Potential threats are assessed using automated scanning, risk analysis and threat intelligence from sources including the National Cyber Security Centre (NCSC), vendor advisories, and CVE databases. Identified vulnerabilities are prioritised based on severity, exposure and business impact. Patches and security updates are deployed rapidly with critical vulnerabilities addressed within hours to days, standard updates within defined maintenance windows. All patching and remediation activities are tracked and audited with post-deployment monitoring to confirm effectiveness. This proactive approach ensures that Transfer 360 services remain secure, resilient and compliant with best practices.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Transfer 360 continuously monitors all systems for potential compromises using logs, anomaly detection and alerting tools. Alerts are triaged immediately and any suspected security incident triggers predefined incident response procedures, including containment, investigation and remediation. Critical incidents are addressed within hours while lower-severity issues are managed according to risk. All incidents are logged and reviewed to improve detection and response. This proactive monitoring ensures Transfer 360 can rapidly identify threats, mitigate risks and maintain service integrity, while continuously refining security processes based on lessons learned.
• 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: Transfer 360 maintains pre-defined incident management processes for common events including service disruptions, security alerts and data issues. Users report incidents via email or phone and all reports are logged and triaged immediately. The team follows structured procedures for investigation, containment and resolution with post-incident reviews. Incident reports are shared with affected users detailing cause, impact, resolution steps and mitigation measures. This ensures consistent, timely response and continuous improvement in service reliability and security.
• Post-quantum cryptography secure: Yes

Secure development

• Approach to secure software development best practice: Conforms to a recognised standard, but self-assessed

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: No
• Free trial available: Yes
• Description of free trial: Full service at zero cost for a set introductory period is available when committing to a minimum usage term.

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

• Less than £250,000: 0%
• Between £250,000 and £500,000: 50%
• Between £500,001 and £1,000,000: 50%
• Between £1,000,001 and £2,500,000: 50%
• Between £2,500,001 and £5,000,000: 50%
• Over £5,000,001: 50%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 8a02bbb4-933d-4758-a36e-061fcdd564b4
• Cyber essentials plus: No
• Cyber Essentials Alternative: You do not have a current and valid Cyber Essentials Plus certificate, or will not have in place within 12 months of the date of award but have an IASME certified equivalent.
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

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

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

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • 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)
    • 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
    • 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

  • 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 info@transfer360.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.