REPLY LIMITED

Shield Reply Platform

Our platform, hosted in an accredited cloud environment, supports an ecosystem of Oracle APEX browser-based applications, enabling controlled sharing of function and data across business boundaries. We control the configuration of the infrastructure. Customers may control the applications they use and configure users, role-based permissions, and ref data.

Features

• Common platform for all your APEX Apps
• Simple connectivity and data exchange between apps
• Ability to embed analytics and data visualisations
• Extended third party application capabilities such as Microsoft Power BI
• Accredited UK cloud hosted secure environment
• Additional features added to APEX every year.

Benefits

• Session Management, Authentication, Authorisation and Debugging taken care of
• Rich Interactive web interfaces
• Based on industry-standard technologies like HTML, JavaScript and PL?SQL
• Share apps with other users/orgs on the platform
• Availability of configurable productivity Application
• Ready to use Business Applications through APEX "packaged apps"
• Custom Apps can be created by our team for you

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 glue.frameworks@reply.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

747150289382279

Contact

Chris Wright
0207 730 6000
glue.frameworks@reply.com

About your service

• Service categories:

  Application Development and Deployment

  Application development

  • Development languages, environments and tools
  • Software construction components
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: The buyer is responsible for providing the appropriate oracle DB licence, providing the user network and UADs with an up to date browser. The service can be delivered to the buyer's standalone servers or to their preferred cloud hosting environment.
• System requirements:
  • Container engine required to run containers.
  • Large instances of our system require an enterprise licence

User support

• Email or online ticketing support: Yes
• Support response times: Response times will be agreed as part of a service level agreement with the client.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: EN 301 549
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: We adapt our support to the needs of the users and can offer most support levels requested by clients. We have provided all combinations of first, second, and third line support to our clients; we have provided all combinations of UK business hours, UK extended business hours, US business hours and 24/7 support facilities to our clients. We have provided both real-time telephone support, email support, and on-call support. The costs of each of these models is tailored to the specific needs of our clients to ensure the right level of support is provided to the service in question. In all of our client engagements there will be a dedicated account manager – and typically a cloud support engineer or technical account manager depending on the needs of the client.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We provide content owner training and materials for the end user that are specific to that implementation of the solution. We can provide Onsite and Online training to both end users and content owners via webinars or workshops. User documentation is tailored to the solution delivered, Videos and Cheat Sheets are delivered to enhance adoption and complement the creative campaigns designed to achieve maximum usage of each Cloud Software solution that Reply deliver.
• Service documentation: Yes
• Documentation formats:
  • PDF
  • Other
• Other documentation formats: Powerpoint
• End-of-contract data extraction: The exported data will be provided in CSV format unless otherwise agreed between Reply and the customer
• End-of-contract process: Reply shall be responsible for providing an “Exit Plan” for eventual termination of the hosted service contract. The initial production is explicitly listed in the Implementation Team’s responsibilities for hand-off. It is expected that Exit Plans will require minimal effort to produce.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Documentation can be provided in an accessible format by requesting this through our Service Lead.

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: EN 301 549
• API: Yes
• What users can and can't do using the API: Integration with data sources via API is determined during the discovery phase and depends on the buyers' needs. APIs are a configurable option andprice will be based on level of effort to implement them.
• API documentation: Yes
• API documentation formats:
  • PDF
  • Other
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: The service can be customised through the use of our Platform. The Platform allows privileged users (Tenant Admins) to control Organisational branding as well as the features and applications that are made available to the Organisation. Features include but aren't limited to, Instant Messaging, Support and Email Notifications.

Scaling

• Independence of resources: Each instance of our platform is resourced/scaled to meet the users' needs and depending on the deployment mechanism can be deployed on scalable hardware.

Analytics

• Service usage metrics: Yes
• Metrics types: The system is fully auditable and can provide details of use and availability.
• Reporting types: 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
  • European Economic Area (EEA)
• 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 every 6 months
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest: Physical access control, complying with CSA CCM v4.0
• Data sanitisation process: Yes
• Equipment disposal approach: In-house destruction process
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: Data can be exported in CSV, HTML, Excel, or PDF format at the user's discretion.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • PDF
  • HTML
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • HTML
  • PDF

Data-in-transit protection

• Data protection between buyer and supplier networks: Private network or public sector network
• Data protection within supplier network: Other
• Other protection within supplier network: No buyer's data is held outside the MOD network

Availability and resilience

• Guaranteed availability: As the buyer is responsible for providing the on-prem or cloud hosting environment, the level of availability will be determined by their hosting contract SLA.
• Approach to resilience: OCI Tenancies are highly resilient, running in datacentres that are architected to provide multiple redundant Availability Domains and multiple redundant Failure Domains.
• Outage reporting: Network outages will managed by the buyer's support systems, any outage to the hosting system that we become aware of through will be communicated to the buyer by email or phone call. This will be a human response within an agreed support hours and not an automated process.

Identity and authentication

• User authentication needed: Yes
• User authentication: Identity federation with existing provider (for example Google Apps)
• Access restrictions in management interfaces and support channels: The service restricts access to the various elements of managerial functionality and data through the use of Authorization Schemes by which Authenticated users may be qualified.
• Access restriction testing frequency: At least every 6 months
• Management access authentication: Other
• Description of management access authentication: The service restricts access to the various elements of managerial functionality and data through the use of Authorization Schemes by which Authenticated users may be qualified.

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 have access to real-time audit information
• How long supplier audit data is stored for: At least 12 months
• 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: Employees follow the guidance laid out within our Information Management System (IMS) Policy "2- Security Policy, the Operating Procedure", "2.1 - Management of Information Security and data protection incidents" as well as maintaining Record "2.1a - Information Security Risk Register". We ensure the policy is understood, the procedure followed and the record maintained by auditing projects annually and ensuring they are reviewed at appropriate junctures in the project lifecycle.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Our change management policy is covered in "P4 – Document and asset Management (inc Information Classification)", with further guidance in Operating Procedures "41. - Documentation Control", "4.2 - Change Management" and "4.3 Asset Management". How to manage reviews is covered in Work Instruction "4.1a - Holding Change Approval Reviews" and a company wide record "4.1b Document Retention Register" and "4.3a - Asset Register" are maintained as well the project specific "4.2A - Change Log". The scope is tracked through life and any changes are assessed for financial, reputation, and security impacts.
• Vulnerability management type: Undisclosed
• Vulnerability management approach: Where the customer has chosen to use Oracle Cloud Infrastructure, vulnerability assessment and patch mgmt is an included service and is applied automatically. If the customer has chosen to have the service delivered to their own infrastructure, we will coordindate regular patching and the deliniation between system and network vulnerabilities during discovery. We recieve our threat information from the NCSC.; ; Shield Reply Operating Instruction - OP13.4 - Patch Management.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Where the customer has chosen to use Oracle Cloud Infrastructure, the system is monitored and alerts generated under that SLA. If the customer has chosen to have the service delivered to their own infrastructure, we will coordinate the generation of logs and the review process to fit in with exisiting SyOps during discovery. The response time will be defined in discussion with the customer.
• Incident management type: Supplier-defined controls
• Incident management approach: Our Information Management System (IMS) contains Policy "P7 - Nonconformity and correction action", this guidance details how we systematically address incidents. Each incident s recorded in record "R7.1b - Nonconformity and corrective action log" and has its own "7.1a Nonconformity and corrective action plan", a bespoke plan to address and correct each incident. To ensure errors are not repeated the findings of the action plan are logged in record "R6.1a - Continuous Improvement Log" and changes built into our Operating System.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Supplier-defined process

Public sector networks

• Connection to public sector networks: Yes
• Connected networks: Other
• Other public sector networks: MODNET

Pricing

• Discount for educational organisations: No
• Free trial available: No

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

• Less than £250,000: 0.5%
• Between £250,000 and £500,000: 0.5%
• Between £500,001 and £1,000,000: 0.5%
• Between £1,000,001 and £2,500,000: 0.5%
• Between £2,500,001 and £5,000,000: 0.5%
• Over £5,000,001: 0.5%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Citation
• ISO/IEC 27001 accreditation date: Monday 31 March 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: Dasa-Ragister
• ISO 9001 accreditation date: Monday 30 October 2023
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: None of the criteria
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: Ef4fcf52-aa92-481d-8ba6-73e89766db6e
• 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 glue.frameworks@reply.com. Tell them what format you need. It will help if you say what assistive technology you use.