THOMSON REUTERS (PROFESSIONAL) UK LIMITED

Thomson Reuters Legal Tracker

Legal Tracker is the highest rated, most widely used legal matter management, e-billing and analytics system. It enables in-house legal departments to gain visibility of all legal work, implement better cost control practices, reduce spend (typically 5-15% in the first year), realise departmental efficiencies and generate reports in real time.

Features

• Typical 3 month implementation
• No software/hardware required, minimal IT resource demands
• Compatible with PC/Mac internet browsers, tablets and mobile
• Accessible by both in-house and outside counsel
• Customer information stored in UK data centre
• 120,000 law firms on board, 80% of UK top 100
• 1800+ customers, 600,000+ users in 192 countries
• All maintenance and upgrades deployed automatically

Benefits

• Collaborate with outside counsel in one system
• Gain visibility of all legal work across the organisation
• Track legal department spending against matter budgets
• Report on all information in the system in real time
• Store documents with matters and share outside counsel
• evaluate performance with objective and subjective metrics
• Streamline invoice workflow, manage receipt, audit, review and approval
• Automate collection of unbilled work (accruals)
• Automate invoice auditing to ensure billing guidelines are enforced
• Record internal time spent in each matter

• Education pricing 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 joanne.fowler@thomsonreuters.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

131158010587981

Contact

Joanne Fowler
07990563250
joanne.fowler@thomsonreuters.com

About your service

• Service categories:

  Applications

  Content workflow and management

  • Capture
  • Document

  Content services

  • Content Sharing and Collaboration Applications

  Enterprise portals and digital workspaces

  • Integrated Employee Workspaces
• Multi cloud support: No

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: Microsoft Outlook, Microsoft Teams, Google G-Suite, ServiceNow, Exterro Legal Hold, Open Text Legal Hold, iManage, Microsoft SharePoint, NetDocuments, PowerBI, Service of Process (Corporation Service Company, CT Corporation, Corporate Creations), ERP & AP Systems, OneSource Pagero, SAP, Oracle, Fonoa
• Cloud deployment model: Public cloud
• Service constraints: The price paid includes all support and maintenance upgrades. Legal Tracker is highly configurable, we do not permit any code changes to the system.
• System requirements:
  • Legal Tracker is accessed by a secure hosted internet site
  • Access to the internet via common browsers
  • No client side local installations
  • Microsoft Azure UK South and West

User support

• Email or online ticketing support: Yes
• Support response times: Severity 1 - Within 4 hours (during TR business hours) of initial notification by Customer to initiate problem determination.; ; Severity 2 - Within 1 business day of initial notification by Customer to initiate problem determination ; ; Severity 3 - Within 2 business days of initial notification. Within 3 business days of the initial response,
• 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, at extra cost
• Support levels: Legal Tracker is accessible online 24/7, except during scheduled maintenance:; ; Major: Saturdays 8 AM to Sundays 8 AM (Pacific Time); Minor: Daily 9 PM to 12 AM (Pacific Time); ; If unscheduled maintenance occurs, the Support Team will attempt to post a notice on customer and law firm web pages.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We provide complimentary electronic reference materials, including:; ; Implementation Checklist and Guide; Quick Reference Guides for Users, Company Administrators, and Accounting Code Reviewers; Quick Reference Guides for Law Firm Administrators; ; Standard system implementation and configuration are included in the subscription price; however, these services incur an additional one-month fee.; Upon written request, we can deliver customized materials, data entry or conversion services, and on-site training on a time-and-materials basis.; We also offer unlimited virtual training sessions (1 hour each) for users and law firm participants at designated times each week or month. These sessions are open enrollment and subject to availability.
• Service documentation: No
• End-of-contract data extraction: De-provisioning based on timely cancellation notice as per agreed contract terms. Data return is governed by SLAs, also contained in the standard terms and conditions.
• End-of-contract process: The service is typically offered with a one or two year agreement and can be cancelled thereafter or renewed annually after the initial term. De-provisioning based on timely cancellation notice as per agreed contractual terms. On cancellation all data is returned in accordance with SLAs contained in the standard terms and conditions.

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: Yes
• Differences between the mobile and desktop service: The applicant side is responsive and is optimised for mobile. In addition some hiring manager aspects are mobile optimised e.g for interview feedback questionnaires
• Service interface: No
• User support accessibility: None or don’t know
• API: Yes
• What users can and can't do using the API: Series of restful APIs to query, update and extract data for a wide range of use-cases. These use-cases include: managing documents, creating and managing matters, uploading documents, transferring and updating invoice data, Power BI, Accounts Payable integrations, Reporting and Data Warehouses, managing users, manging vendors
• API documentation: Yes
• API documentation formats: Open API (also known as Swagger)
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Customer branding can be applied at system and sit level including the URL, visual appearance of the applicant side user interface, vacancy adverts, and system generated emails. The system itself is also highly configurable allowing users to take full control including vacancy templates, interview feedback forms, application forms, applicant questionnaires, interview panels, user administration, recruitment processes, communication templates and automation.

Scaling

• Independence of resources: Legal Tracker currently supports over 1800 corporate clients and 600,000+ users in 192 countries. Legal Tracker is highly scalable and capable of handling many demands put on it.

Analytics

• Service usage metrics: Yes
• Metrics types: Real time management information through both reporting and graphical interactive dashboards.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

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
  • European Economic Area (EEA)
  • Other locations
• 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: Another external penetration testing organisation
• Protecting data at rest: Other
• Other data at rest protection approach: Data at rest is encrypted using industry-standard algorithms, such as AES-256, to ensure protection against unauthorised or accidental loss.
• 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:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Degaussing
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: There is a data warehouse available for Legal Tracker. While extraction from the database can only be performed by Thomson Reuters authorised personnel, Legal Tracker makes available numerous export options to the users, depending on their role and permissioning. This include: user information, time entry, budgets, financials, contracts, invoices, audits, reports, events and many more
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • Text
  • PDF
  • APIs
  • CSV
  • Oauth
  • XLS, XLSX
  • SFTP
  • XML
  • PowerPoint
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • Text
  • API

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: Our SLA is 99.5%
• Approach to resilience: Legal Tracker operates within a fault-tolerant, virtualisation system. The failure of any single component will generally have no impact on the system. Data is replicated in real-time to a geographically remote, disaster recovery data center that runs constantly in warm fail-over mode.
• Outage reporting: Email, planned maintenance is also advertised directly on Legal Tracker.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
  • Other
• Other user authentication: IP Whitelisting
• Access restrictions in management interfaces and support channels: Legal Tracker is managed and supported through the primary interface. Management is performed by the customer with one or more "Super User" accounts. These accounts use the same security measures as regular accounts. Support staff have the ability to log into client systems to provide assistance. This access can be disabled and managed as desired.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password

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: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: Other
• Other security governance standards: Legal Tracker is audited annually under SOC-2.
• Information security policies and processes: Thomson Reuters manages a set of information security policies and standards, closely aligned with international standard ISO/IEC 27001:2022, which outline information security and risk management principles that apply to our people, process, and technology practices. Our policy requires security due diligence and accountability of our technology partners in accordance with this policy. In an ongoing practice focusing on continuous improvement we regularly review and adapt our policies and standards to address changes to our products and services, evolving threats, regulatory changes, and our customers’ information security expectations.; ; For more information, please refer to our Information Security Principles Whitepaper at https://www.thomsonreuters.com/content/dam/ewp-m/documents/thomsonreuters/en/pdf/information-security/thomson-reuters-information-security-principles.pdf.
• 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: Legal Tracker has a robust configuration and change management process.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Thomson Reuters' Information Security Risk team provides vulnerability scanning and policy compliance services for product and technology teams, including internal and external scanning and configuration compliance. Internet-facing sites on our global network are scanned periodically as part of our vulnerability management program.; ; Systems managed by Thomson Reuters, directly or indirectly, are scanned regularly to reduce compromise risk and help prevent service disruption or reputational harm. Enterprise Security Services performs scans using an industry-leading tool.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Thomson Reuters performs automated and centralized logging of the different technology assets across our environment to provide real-time alerting, event correlation, and retroactive search capabilities. Elevated monitoring of known malicious indicator sets and tactics, techniques, and behaviors (TTPs) are implemented to help better defend critical platforms and services. Thomson Reuters has deployed an industry best practice SIEM (Security Information and Event Monitoring) solution that is monitored by a 24x7 follow-the-sun Security Operations Center (SOC) team.
• 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: Thomson Reuters employs a tiered incident management and escalation model based on ITIL (Information Technology Infrastructure Library). Incidents are triaged based on criticality and assigned through incident leads. Incident command follows documented response practices, as well as established communications and escalation practices. Coordination of incidents is cross-functional and includes representation from many Thomson Reuters functions to ensure the proper handling of all incidents. Incident escalation procedures include pre-determined paths and notification protocols if required to the Thomson Reuters Board of Directors and Senior Management Team.
• Post-quantum cryptography secure: Yes

Secure development

• Approach to secure software development best practice: Independent review of processes (for example CESG CPA Build Standard, ISO/IEC 27034, ISO/IEC 27001 or CSA CCM v4.0)

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: Yes
• Free trial available: 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: MSECB
• ISO/IEC 27001 accreditation date: Thursday 2 October 2025
• What the ISO/IEC 27001 doesn’t cover: Legal Tracker
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: MSECB
• ISO 9001 accreditation date: Thursday 2 October 2025
• What the ISO 9001 doesn’t cover: Only the C-Track Enterprise Court Case Management Solution application is covered.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: Yes
• Who accredited the PCI DSS certification: BDO USA
• PCI DSS accreditation date: Wednesday 10 September 2025
• What the PCI DSS doesn’t cover: Only C-Track Enterprise Court Case Management Solution is covered.
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 1ad8b7ab-2b35-4655-878e-5a6588643d5c
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: B732d810-aae6-4e87-bd3d-bec30dc234a3
• 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

  • 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
    • 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 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

  • 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
    • 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
    • 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
    • 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 joanne.fowler@thomsonreuters.com. Tell them what format you need. It will help if you say what assistive technology you use.