ATKINSRÉALIS UK LIMITED

Energyx Asset Energy Metering

Energyx is a fully automated asset energy metering service developed originally for UK railway traction energy metering and billing (EC4T), but also applicable to other electric asset types. It automates the collection, processing, analysis, mapping, reporting and analytics for asset energy consumption and CO2 production.

Features

• Receive & process rolling stock EC4T energy meter data
• Fully automated data processing
• Licensed per asset with unlimited users
• Applicable to fixed or moving assets
• Automated alerts to identify operational metering issues
• Detailed energy consumption reporting via tabular, map and chart views
• Aggregated energy consumption trends over time, geography and asset classes
• UK helpdesk support
• Robust SLA proven in rail operations domain
• Also see https://www.clyx.net/energyx/

Benefits

• Operationally proven since 2011 with over 3,000 on-train energy meters
• Near real-time visibility of EC4T energy consumption data
• Automated data collection from fixed or mobile electric assets
• Automated data processing, storage and analytics
• Allow third parties to access energy usage data
• Multiple established integration opportunities incorporate supplemental data into analytics
• Energy meter provider / OEM manufacturer agnostic
• Multiple self-service configurable options available to authorised end-users
• Multiple tools to identify and manage operational issues
• Online UK office hours web-based & telephone helpdesk support

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 ccs@atkinsrealis.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

706684125064690

Contact

Martin Yeoman
+44 1372 75 2023
ccs@atkinsrealis.com

About your service

• Service categories:

  Application Development and Deployment

  Analytics and business intelligence

  • Business Intelligence
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: Monthly planned maintenance / OS patching on an annual, pre-defined schedule.
• System requirements: Browser-based web application

User support

• Email or online ticketing support: Yes
• Support response times: Typical initial response is same day, time to close out varies depending on the issue. Support is provided Mon-Fri 08:00 – 17:00 UK time excluding English statutory holidays.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: None or don’t know
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: No
• Support levels: Typically, we provide first line helpdesk support, reinforced by 2nd and 3rd line technical developer and product owner subject matter experts. Each contract has a nominated Account Manager & Project Manager. The support costs are included in the license fee for the Energyx service.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Typically, we provide a super-user demonstration and guidance relating to the service and specifically the use of the configuration features. The web application includes a PDF user guide. Any other training requirements can be priced on request.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: This would be done by our team through agreement with the client as part of the contract.
• End-of-contract process: At the end of the contract, the client can choose to renew the contract in which case access to the service will be retained seamlessly without disruption. If the service is intentionally lapsed by the client, their ability to access the service will automatically end. Our contract with the client will agree what additional actions will be delivered and whether they are included in the contract or at additional cost.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: It is provided through the web application or via our Project Manager.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• 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: The primary APIs allow energy meter consumption data to be supplied via different protocols and formats to suit OEM energy meter manufacturer products.; Secondary APIs allow peripheral data to be supplied by the client to allow additional value to be derived through incorporation into the data warehouse or to further automate configuration activities.; The APIs and integrations need to be configured on a per contract basis collaboratively with the client.
• API documentation: Yes
• API documentation formats: PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Users with appropriate permissions can fully manage all configurable features within the web application.

Scaling

• Independence of resources: All of our client facing cloud services are delivered by a combination of multi-tenancy & single tenancy resources within our private cloud. We monitor resource usage but typically our cloud resources are over-specified so over the last 15 years this has not been an issue. Our cloud platform has been used reliably since 2002 to deliver business and mission critical digital services to the UK rail industry, spanning 15+ different web & mobile applications, hundreds of client organisations and over 8,000 users.

Analytics

• Service usage metrics: Yes
• Metrics types: Our team has a standard monthly / period end report that can be adapted to meet specific client and contract requirements.
• Reporting types:
  • Regular reports
  • Reports on request
• Resource tagging: No
• 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: No
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest:
  • Physical access control, complying with another standard
  • Other
• Other data at rest protection approach: Database backups are encrypted. We also encrypt specific SQL databases (but not all databases).
• 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: Data export features already exist within the web application. If the client has further requirements these can be discussed as part of contract negotiations.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • MS Excel
  • Raw energy usage data files
• Data import formats: Other
• Other data import formats: Subject to discussion with buyer, depending on OEM energy meter.

Data-in-transit protection

• Data protection between buyer and supplier networks: TLS (version 1.2 or above)
• Data protection within supplier network: Other
• Other protection within supplier network: Our cloud platform is firewall protected with an additional DDoS protection service. The firewalls & servers are configured in line with best practice as advised by our datacentre and independent penetration testing guidance.

Availability and resilience

• Guaranteed availability: Our standard SLA document can be shared with Buyers on request.
• Approach to resilience: Available on request.
• Outage reporting: Planned server OS patching is advertised at the start of each calendar year. Planned application maintenance is advertised via different agreed channels to affected client nominated points of contact, typically with a minimum notice period of 5 days. Unplanned outages are reported in accordance with our SLA and specific contract requirements.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Other
• Other user authentication: We use our proprietary clyx.net security to authenticate users (username, company code, password with MFA option). It provides access control to specific services and user privileges within each service. Within the UK rail industry, our user authentication process is relied upon by over 100 organisations including Network Rail and train operators.
• Access restrictions in management interfaces and support channels: Most of our services are web-based with integral management interfaces used by our support team. Management features are limited by user privilege, tied to each user’s specific account. Staff access to underlying server resources are further constrained (outside of the web app) and controlled by corporate point to point VPN and limited to essential technical support team members only.
• Access restriction testing frequency: At least once a year
• Management access authentication: Dedicated link (for example VPN)

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: 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: Between 6 months and 12 months
• How long system logs are stored for: Between 6 months and 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards:
  • ISO/IEC 27001
  • Other
• Other security governance standards: Cyber Essentials and Cyber Essentials PLUS Certified.
• Information security policies and processes: Our business is independently certified as achieving the ISO 9001 & ISO 27001 & ISO 14001 standards (not an exhaustive list). AtkinsRéalis follows a Business Management System (BMS) approach that brings together all of our business processes in one place. The BMS forms a key part of the AtkinsRéalis Governance Framework, which also includes our Group Policy Statements and Code of Conduct, translating the Group controls into a set of core processes that are applicable across the business.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Our datacentre conforms to a recognised change management standard and is ISO27001 certified. AtkinsRéalis configuration and change management processes are defined through our ISO9001 certified Quality Management System. Our development team uses an industry standard source control and configuration control solution for all of our applications relating to our clyx.net suite of services, of which Energyx is one service.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Our primary technology stack is Microsoft, so vulnerability & patching is driven by Microsoft’s standard bulletins and patch cycles. Our servers are patched monthly to a schedule advertised at the start of each calendar year. All other emergent issues are reviewed on a case-by-case basis, risk assessed and planned accordingly.; Our datacentre provider works with their vendors in accordance with their ISO 27001 policies.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Our datacentre provider performs monthly vulnerability testing on their network infrastructure and has a Security Operations Centre.
• Incident management type: Supplier-defined controls
• Incident management approach: Incidents can be logged by our internal support team or by external clients through our integrated web-based helpdesk or via telephone. We have a standard approach for responding to helpdesk calls, which may be support, issue or incident related. Each call is assigned to one or multiple helpdesk support staff, assigned a priority and actioned accordingly keeping the client/end-user informed of our progress. Period end or monthly reports are produced on a per-contract basis summarising helpdesk support provided, incidents, SLA non-compliances as well as other relevant information (e.g. upgrades or contract specific items).
• Post-quantum cryptography secure: No

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: No
• Free trial available: No

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

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

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Lloyd’s Register Quality Assurance
• ISO/IEC 27001 accreditation date: Friday 2 May 2025
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: Lloyd’s Register Quality Assurance
• ISO 9001 accreditation date: Monday 1 May 2023
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 234ca061-0c88-47ae-8780-8492682e2860
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 5fc12cc1-428a-4cd1-86a0-c2cd7d20e30c
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

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

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

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • 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

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 ccs@atkinsrealis.com. Tell them what format you need. It will help if you say what assistive technology you use.