XAIS-PTS LIMITED

XA Explorer

Market leading decision support tool that enables highway managers to easily comply with the government requirement to deliver highway maintenance in accordance with the Infrastructure Code of Practice. Includes UKPMS, asset valuation, code of practice management, scheme identification/prioritisation and budgeting for carriageways, structures and major asset groups. Underpinned by ISO:9001.

Features

• Highway Asset Management for all major infrastructure asset groups.
• UKPMS accredited including Highway Asset Valuation.
• Asset/Highway Inventory and condition management and analysis.
• Decision support tool, cross asset prioritisation and scheme prioritisation.
• Road condition deterioration modelling including carbon modelling.
• Highway risk management including skid and road safety including iRAP.
• Drainage and gully management including flood risk analysis.
• Bridge management and condition assessment.
• Integrated works management tools including contractor functions.
• Embedded mapping/GIS visualisation tools.

Benefits

• Integrated solution removes need and cost for separate solutions.
• Provides accurate, reliable, repeatable datasets to support engineering decisions.
• Infrastructure Code of Practice implementation and document management.
• Central repository for all infrastructure highway asset data.
• Compliance with legislation including CS228 Skid risk management and LASR.
• UKPMS accredited for analysis and asset valuation
• Implementation of Environment Agency best practice guidance on flooding.
• Bridge management including production of BCI (CRIT and AVE).
• PAS2161 accredited
• Interacts with corporate systems and external datasets.

• 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 sales@xais-pts.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

138925718122532

Contact

Rob Fox
07554721450
sales@xais-pts.co.uk

About the service

• Service categories:
  • Applications
    • Engineering
      • Computer-Aided Engineering Applications
        • Computer-Aided Engineering Applications
      • Collaborative product data management
        • Collaborative product data management
      • Other engineering
        • Building Information Modelling Applications
        • Electronic Design Automation Applications
        • Engineering Support Applications
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: None.
• System requirements: Microsoft Windows 10 or later version required.

User support

• Email or online ticketing support: Yes
• Support response times: Response times based on Helpdesk hours, 9 to 5 weekdays excluding Bank Holidays. ; Response times are aligned to priority. We aim to respond:; Within 1 hour for Priority 1; Within 24 hours for Priority 2; Within 7 days for Priority 3.
• 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: The Helpdesk provides both technical and functional support during office hours. A Technical Account Manager is allocated to all clients to assist in the use of the system on a day rate basis.; ; Our customer service portal is connected directly to the system so all users can: ; • Search and browse XA knowledge base ; • Log bugs ; • Log support requirements; • Add comments; • Provide enhancement ideas / innovation Training is available on all aspects on a day rate basis. ; ; All support/training is available at customers locations or remote.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: XAIS-PTS provide Introduction to XA via training videos and PowerPoint presentations, available via the user interface.; ; It is pre-requisite of installing the system that the customer has attended an XA workshop, in order for XAIS to know how the system should be setup and what training sessions are required. ; ; A full onboarding plan is agreed with key project personnel to ensure a successful implementation and installation. ; ; Data migration is an important part of the onboarding, therefore the XAIS-PTS project manager is assigned to ensure this process is successful, prior to handover of the system.; ; During an implementation key personnel will attend asset management workshops, where the customer will gain a detailed understanding of the functionality within XA and the options they need to adopt to ensure they can implement their asset management strategy. They will fully understand how the asset management processes form part of the systems functionality. ; ; Standard/bespoke training courses are offered using the customer’s data and is tailored, as far as possible, to match the asset management processes that have been agreed during the implementation workshops. A test system is offered following their training in order to gain further familiarity with the system prior to go-live.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• Documentation accessibility standard: EN 301 549
• End-of-contract data extraction: Full data export facilities exist within the system. Data can be exported as CSV files, Excel or ESRI shape files (where appropriate) and the client can access this data at any time. We can also provide a full SQL server database backup on request.
• End-of-contract process: Following a request to terminate an XA licence, provided it is within the terms of the licence and condition, XAIS-PTS will cease to provide the service on an agreed date.; ; All data is kept by XAIS for a period of up to three months post termination. We are able to facilitate data export for users if required at a day rate.

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 application is available on a tablet version. There are no differences between the services.
• Service interface: No
• User support accessibility: EN 301 549
• API: Yes
• What users can and can't do using the API: A RESTful API for XA enables secure, reliable integration between the platform and on‑site systems y using a lightweight local connector that communicates outward over encrypted HTTPS. The connector accesses local applications or databases, transforms and maps the data to XA’s schema, and exchanges information through standard REST operations (GET, POST, PUT, DELETE). This architecture allows near‑real‑time, two‑way synchronisation of assets and data. The result is a robust, scalable integration framework that ensures consistent, validated data flow between XA and existing enterprise systems while maintaining strong security, auditability, and operational continuity.
• API documentation: No
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: XA offer users considerable customisation, all features of the solution can be customised by "Admin" users including:; - Highway survey types ; - Asset Definitions ; - Defect types; - Condition projection rules ; - Treatment types and rules.; ; This can be achieved easily via user interface.

Scaling

• Independence of resources: XA is provided on a sophisticated managed IT infrastructure data centre which is manned 24hrs a day with SIA accredited security staff. ; ; The cloud servers have separated the application from the customer database to ease the loading on the servers. The server are monitored 24 hrs a day and if thresholds are met the IT provider brings online further resource to satisfy demand without taking the system offline. ; ; Where long running processes exist we ensure that they are balanced but also offer dedicated servers for high-demand users.

Analytics

• Service usage metrics: No

Supplier type

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Baseline Personnel Security Standard (BPSS)

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 every 6 months
• Penetration testing approach: In-house
• Protecting data at rest: Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001

Data importing and exporting

• Data export approach: Full data export facilities exist within the system. Data can be exported as CSV files, Excel or ESRI shape files (where appropriate). ; ; We can also provide a full SQL server database backup on request.
• Data export formats:
  • CSV
  • ODF
  • Other
• Other data export formats:
  • XLS
  • SHP
  • BAK
  • TXT
  • PDF
• Data import formats:
  • CSV
  • ODF
  • Other
• Other data import formats:
  • HMDIF
  • SHP
  • XLS
  • TXT

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: A regular maintenance windows is provided by our suppliers, during which the service may be unavailable. The service is normally available outside of this maintenance window, where we aim to provide 24 hour availability. ; ; However, the service in non-time critical and XAIS-PTS may occasionally update the service at weekends, with notice to all clients. The SLA does not provide for financial refunds for down time.
• Approach to resilience: Information available on request.
• Outage reporting: Email alerts.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: Access to management interfaces and support channels is controlled via user roles, which are defined within the system.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Dedicated link (for example VPN)
  • Username or password

Audit information for users

• Access to user activity audit information: Users contact the support team to get audit information
• How long user audit data is stored for: 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: 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
• Software Security Code of Practice: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: Security Policies are fully documented and implemented within the organisation. Security issues are reported directly to the information security officer.

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: Change control is managed and tracked via cloud-base change management software. Change logs and upgrade reports are issued with every upgrade release.
• Vulnerability management type: Undisclosed
• Vulnerability management approach: Internal penetration and Service threats are managed by our infrastructure provider. Patches are deployed overnight onto the cloud servers.
• Protective monitoring type: Undisclosed
• Protective monitoring approach: Through penetration testing or via support mechanisms. If a compromise is identified then it is analysed by our IT suppliers and assigned a severity. Dependant on the severity we will effect the response i.e. from 1 hour to the next patch release.
• Incident management type: Undisclosed
• Post-quantum cryptography secure: Yes
• Incident management approach: We have predefined processes for common events. Users can report incidents online. Incident reports are produced and circulated internally.

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: No

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

• Less than £250,000: 5.0%
• Between £250,000 and £500,000: 5.0%
• Between £500,001 and £1,000,000: 5.0%
• Between £1,000,001 and £2,500,000: 5.0%
• Between £2,500,001 and £5,000,000: 5.0%
• Over £5,000,001: 5.0%

Standards and certifications

• ISO/IEC 27001 certification: Yes
• ISO/IEC 27001 accredited by: Nqa Ref 193448/8
• ISO/IEC 27001 accreditation date: Tuesday 13 May 2025
• What the ISO/IEC 27001 doesn’t cover: No exclusions.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• ISO 9001 certification accredited by: Alcumus ISOQAR
• ISO 9001 accreditation date: Wednesday 1 October 2025
• What the ISO 9001 doesn’t cover: No exclusions.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Cyber essentials plus: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Other security certifications: Yes
• Any other security certifications: ISO27018

Social value

• 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

  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

  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

  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 sales@xais-pts.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.