WHITESPIDER ENTERPRISE SERVICES LIMITED

Watchman User Experience Management

WhiteSpider’s Watchman provides granular, real-time insight into network performance and end-user experience. By actively testing applications, Wi-Fi, WAN, and SD-WAN from the user’s perspective, Watchman identifies root causes quickly and cost-effectively. Customisable scripts and dashboards enable proactive issue resolution, improved digital experience, and clearer operational visibility across distributed environments.

Features

• End-user experience monitoring across wired and wireless networks
• Application performance emulation from edge locations
• WAN and SD-WAN performance monitoring
• Real-time monitoring of network and application metrics
• Granular measurement of latency, loss, jitter and throughput
• Customisable testing scripts and diagnostics
• Pre-packaged application analysis and packet capture scripts
• Hierarchical agent, alert and device management

Benefits

• Rapid identification of connectivity and performance issues
• Improves end-user digital experience
• Reduces mean time to resolution
• Avoids unnecessary site visits and engineer dispatch
• Enables proactive network and application optimisation
• Improves visibility across distributed locations
• Enhances management insight and reporting clarity

• 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 jonny.malcolm@whitespider.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

970741039617108

Contact

Jonny Malcolm
02037732380
jonny.malcolm@whitespider.com

About your service

• Service categories:

  Applications

  Production and operations

  • Production and grid management
  • Other operations

  Service industry and public sector operations

  • Healthcare
  • Education
  • Public Order and Safety
  • Police
  • Defence
  • Other
• 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: WhiteSpider's Merlin software platform provides organisations with the ability to manage their service and and access performance dashboards for the infrastructure. Watchman is an extension of this service, but can stand alone.
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: Software needs to be applied to end device
• System requirements: Watchman devices need to be deployed to each location

User support

• Email or online ticketing support: Yes
• Support response times: Priority 1: 4 working hours; Priority 2: 8 working hours; Priority 3: 2 working days; Priority 4: 3 working days
• 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: No
• Onsite support: Yes, at extra cost
• Support levels: Customers have different support options. These include:; 1. 'In Hours' support. 8*5 Weekday support which is the base level, 9am-5pm on week days (excludes Public Holidays); 2. 'Extended' support. 15*5 Weekday support, 7pm-10pm on week days. This is additional cost, priced per customer; 2. 'OOH' Support. This 24*7 support, again additional cost priced per customer.; All of these will have a Support Engineer
• Support available to third parties: No

Onboarding and offboarding

• Getting started: Onboarding customers is critical.; 1. We will support customers by uploading all data we can directly, then giving them online demonstrations using their data (where possible); 2. We provide online video and documentation for customer training and support; 3. We provide web support for customer
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: Users have full, unrestricted access to their data so can extract it whenever they need.
• End-of-contract process: The services is based on an monthly contract. After 3 months the customer can cancel the service any time with 3 months notice. After this point no charges apply
• Documentation accessibility standard: EN 301 549

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: Yes
• User support accessibility: EN 301 549
• Description of service interface: WhiteSpider's Merlin portal provides users with access to the service where dashboards can be monitored, Watchman devices configured and scripts created and applied.
• Accessibility standards: EN 301 549
• Accessibility testing: No specific testing. This service is accessed by a standard web portal
• API: Yes
• What users can and can't do using the API: Closed to public access
• API documentation: No
• API sandbox or test environment: No
• Customisation available: Yes
• Description of customisation: Users can, if they have been given appropriate access, create scripts to run different types of performance tests.

Scaling

• Independence of resources: The service is a multi-tenanted solution that is load balanced and capable of online scaling

Analytics

• Service usage metrics: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Security Clearance (SC)

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: Managed by a third party
• Penetration testing frequency: At least once a year
• Penetration testing approach: In-house
• Protecting data at rest: Other
• Other data at rest protection approach: Encryption at rest on DBs
• Data sanitisation process: No
• Equipment disposal approach: In-house destruction process

Data importing and exporting

• Data export approach: Data can be extracted from the portal onto Excel or CSV files as required
• Data export formats:
  • CSV
  • Other
• Other data export formats: Excel
• Data import formats:
  • CSV
  • Other
• Other data import formats: Excel

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: 99.99% uptime
• Approach to resilience: Load balanced servers with a DR protocol
• Outage reporting: Email alerts

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: The solution has Role Based Access Control to ensure users have access to correct services
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password

Audit information for users

• Access to user activity audit information: You control when users can access audit information
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: You control when users can access audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: No
• Security governance approach: The approach to security for the service includes:; - Defining appropriate Role Based Access controls to the system; - Continually monitoring for potential cyber threats and implementing safeguards; - Maintaining secure environment and processes for handling customer data; - Ensuring software development follows appropriate standards and testing
• Information security policies and processes: The following processes are in place to ensure appropriate security is maintained:; Documentation and Software; - Document control: Managing storage and revision of all documentation; - Approvals: Defined approval process for all documentation and software revisions; - Code Development: Processes for managing the development and release of software code; Customer Data; - Access control: Ensure that users have appropriate access for their role to customer data; - Physical Security: Employees are appropriatly checked prior to being given access. The Premises are secured, with full CCTV and visitors escorted in the premises; - Systems are maintained in a secure data centre environment; - Customer on-boarding process: Ensuring appropriate information regarding customers and their regulatory bodies is collected and understood
• Software Security Code of Practice: No

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: The process ensures changes are undertaken by an expert with appropriate level of expertise and experience who understands the impact. The change board consists of: a. At least one WhiteSpider individual b. At least) one customer individual. 2. The CAB will have a weekly approval meeting 3. Change requests include: a. Summary and Priority of change b. Expected impact, including risk assessment and security impact c. Time required d. Devices and people involved e. Details of changes to production environment. f. Escalation process g. Testing details Change details are stored on a shared environment for access by customer and WhiteSpider
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We determine potential threats through subscribing to relevant organisations to receive vulnerability alerts and information. Examples include Cisco's PSIRTs and VMWare Knowledge Base Any potential threats are assessed to determine criticality and likely impact Customer alerts are then created, along with appropriate corrective action Relevant patches are then applied, following any necessary change process. Updates are issued when the corrective action is completed.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: The service is supported by IDS and IPS at a network level with advanced firewall capabilities at the perimeter, and process monitoring at a compute level. Incidents are responded to according to the customer specific SLAs for the service
• Incident management type: Supplier-defined controls
• Incident management approach: Incidents are detected and reported either by WhiteSpider's monitoring service (alerts issued automatically) or by end-users who report by phone, email or web portal. Alerts are issued to the service desk, allocated a priority and impact and passed onto the relevant support teams. Depending on SLAs, allocated priority and complexity, the incident may be passed to 3rd line support. Escalation process are followed if the issue is not resolved as SLA thresholds are reached. Once resolved, tickets are closed, customer informed and - if required - detailed incident reports created and either emailed to customer or presented in person.
• Post-quantum cryptography secure: No

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: Yes
• Free trial available: Yes
• Description of free trial: Full access to system capabilities for a limited time period (typically 90 days)

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

• Less than £250,000: 20%
• Between £250,000 and £500,000: 25%
• Between £500,001 and £1,000,000: 30%
• Between £1,000,001 and £2,500,000: 40%
• Between £2,500,001 and £5,000,000: 50%
• Over £5,000,001: 70%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: BSI
• ISO/IEC 27001 accreditation date: Wednesday 1 March 2023
• What the ISO/IEC 27001 doesn’t cover: All WhiteSpider serivces are covered by our ISO27001 certificate
• 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: Fbd1402e-2dbc-429c-8dc2-5e1f883aa1b6
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: Ef146cf6-3961-4b60-a5e9-d5f2dbd656d8
• 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
    • 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
    • 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.
    • 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
    • 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
    • Plans for positive actions with community groups.
    • 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

  • 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
    • 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
    • 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
    • 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
    • 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 jonny.malcolm@whitespider.com. Tell them what format you need. It will help if you say what assistive technology you use.