Access Paysuite Limited

Pay360 Counter Receipting

Face to face payments. Part of Pay360’s Payments Service which includes Income Management, Telephone Payments, Counter Receipting, Direct Debits, Mobile Payments and Online Store. Delivering integrated payment solutions for Local Government, Housing, Health and Education. Compatible with Revenues & Benefits, Civica, Northgate, Adelante, ABS, WPM and Capita Integra.


  • Face to face payments by Chip and PIN, cash, cheque.
  • Fully integrated Chip and PIN with P2Pe.
  • Account balance retrieval and lookup facility.
  • Reference number validation – including check digit.
  • Historic transaction search and refund functionality.
  • Comprehensive configuration options.
  • Extensive list of standard reports, easy to create your own.
  • Browser-based – accessible from any authorised PC on the network.
  • Can be deployed in a call centre environment.
  • Set up planned payment schedules for automatic collection.


  • Quick and easy to use over the counter payments service.
  • Removes card data for your organisation’s infrastructure.
  • Hosted in a PCI DSS data centre, removing PCI implications
  • Supports latest card security measures.
  • Easy and intuitive for your staff members to use.
  • Compliant to WCAG 2.1 standards.
  • Available as a portal with front-end capturing customer details.
  • Rapidly deployed with an easy-to-use and intuitive user interface.


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Service documents

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G-Cloud 13

Service ID

1 4 8 6 7 4 2 1 3 0 1 8 9 7 8


Access Paysuite Limited Natalie Giles-Grant
Telephone: 01206322575

Service scope

Software add-on or extension
Cloud deployment model
Private cloud
Service constraints
Scheduled maintenance is carried out in the early morning of the third Sunday in every month. Reminders are communicated to key customer contacts in advance – this allows us to apply key routine security patch updates to our managed infrastructure. We also apply software upgrades from time to time – again these are communicated well in advance and carried out at times when there is little demand on the service.
System requirements
  • Accessible via browser.
  • Chip and PIN requires client install.
  • Email pay application requires access to your SMTP relay service.
  • Email pay application may require access to your SMS service.

User support

Email or online ticketing support
Email or online ticketing
Support response times
Pay360 has a dedicated Help Desk which is able to answer many queries immediately over the telephone and is available Mon-Fri from 08:00 to 18:00, excluding English public holidays. Issues are prioritised and target times for resolution take into account the severity. We do not provide a manned Help Desk at weekends.
User can manage status and priority of support tickets
Phone support
Phone support availability
9 to 5 (UK time), Monday to Friday
Web chat support
Onsite support
Yes, at extra cost
Support levels
Priorities have target times for response – High 4 Hours, Medium 24 Hours, Low 4 working days. There is no variation in support levels – all customers get the same. The Help Desk has access to personnel with the requisite technical and cloud expertise.
Support available to third parties

Onboarding and offboarding

Getting started
For all those services that are used by customer employees we provide on-site training – this is typically delivered on a train-the-trainer basis where we train selected personnel who then cascade the information on to appropriate colleagues. This can be delivered either on-site or via a webinar. We also provide User Guides. For services accessed directly by members of the public, formal training would be impractical, although the user interface is very straightforward and easily understood.
Service documentation
Documentation formats
End-of-contract data extraction
Depending on the data required, authorised users would be able to export in file format, we can assist with this if required. Details such as credit/ debit card details cannot be made available.
End-of-contract process
Access to existing services would be blocked for applicable organisations on termination of contract. No specific charge is applied for such offboarding.

Using the service

Web browser interface
Supported browsers
  • Microsoft Edge
  • Chrome
Application to install
Designed for use on mobile devices
Service interface
User support accessibility
WCAG 2.1 AA or EN 301 549
Description of service interface
Accessible via browser.
Accessibility standards
WCAG 2.1 AA or EN 301 549
Accessibility testing
None to date - although we are happy to consider for any appropriate technology on request.
What users can and can't do using the API
Many instances of API are supported for a variety of purposes – examples covering specific requirements can be made available.
API documentation
API documentation formats
API sandbox or test environment
Customisation available
Description of customisation
Customers can define a variety of features such as, funds/ services that can be paid for/ methods of payment/ employee user access and account validation rules. These are available through pages provided to authorised ‘administrator’ users.


Independence of resources
The way we present our service is multi-tenanted as such other customers and users are using the same infrastructure. We constantly monitor usage levels and predict trends and are well-placed to identify and react to any unexpected peak in service.


Service usage metrics
Metrics types
A Monthly Availability Report is provided on request to customers reporting on the availability % of the services they use. Availability is calculated based upon the number of minutes available in a month minus any downtime experienced and converted into a %.
Reporting types
Reports on request


Supplier type
Not a reseller

Staff security

Staff security clearance
Conforms to BS7858:2019
Government security clearance
Up to Baseline Personnel Security Standard (BPSS)

Asset protection

Knowledge of data storage and processing locations
Data storage and processing locations
United Kingdom
User control over data storage and processing locations
Datacentre security standards
Complies with a recognised standard (for example CSA CCM version 3.0)
Penetration testing frequency
At least once a year
Penetration testing approach
Another external penetration testing organisation
Protecting data at rest
  • Physical access control, complying with another standard
  • Other
Other data at rest protection approach
Physical access control complies with PCI standards. We do not encrypt all data, only specific data (largely for PCI) such as the Primary Account Number (PAN), also for some emails and names.
Data sanitisation process
Data sanitisation type
Deleted data can’t be directly accessed
Equipment disposal approach
A third-party destruction service

Data importing and exporting

Data export approach
Application can be customised to export data to feed external systems, and these can be run as a scheduled process.
Data export formats
  • CSV
  • Other
Other data export formats
  • Fixed format
  • XML
Data import formats
  • CSV
  • Other
Other data import formats
Fixed format

Data-in-transit protection

Data protection between buyer and supplier networks
  • TLS (version 1.2 or above)
  • Other
Other protection between networks
All connections into our service are by public internet using TLS1.2 in line with PCI guidelines.
Data protection within supplier network
Other protection within supplier network
Applications in the DMZ pass data over SQL direct connections and HTTPS to the authorisation service and the SQL server. We protect the data by ensuring that this traffic is only internal to the network and not externally accessible or transmitted; our internal PCI network is ‘ring fenced’ from all other users’ network traffic.

Availability and resilience

Guaranteed availability
Our availability target is 99.5% as a 3-month rolling target, excluding planned maintenance windows, and are communicated in advance. We do not offer service credits or subscribe to any penalties as part of our standard service offering.
Approach to resilience
Service is resilient within our twin data centres, using an Active/ Passive approach. Failure of a data centre would result in invocation of a formalised Disaster Recovery Plan.
Outage reporting
Emails are the primary form of communication, a dashboard is also available.

Identity and authentication

User authentication needed
User authentication
  • 2-factor authentication
  • Username or password
Access restrictions in management interfaces and support channels
Configurable through application by authorised ‘administrator’ users.
Access restriction testing frequency
At least once a year
Management access authentication
  • 2-factor authentication
  • 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

Standards and certifications

ISO/IEC 27001 certification
Who accredited the ISO/IEC 27001
ISO/IEC 27001 accreditation date
What the ISO/IEC 27001 doesn’t cover
We have been ISO certified for several years and not only do we adhere to the certification we continually look for improvement opportunities.
ISO 28000:2007 certification
CSA STAR certification
PCI certification
Who accredited the PCI DSS certification
PCI DSS accreditation date
What the PCI DSS doesn’t cover
The rigorous demands of a PCI DSS certification demonstrate that all aspects around card handling and security are seen to be compliant.
Cyber essentials
Cyber essentials plus
Other security certifications

Security governance

Named board-level person responsible for service security
Security governance certified
Security governance standards
  • ISO/IEC 27001
  • Other
Other security governance standards
Information security policies and processes
Pay360 conforms to group information security policies at high level and divisional information security managers cascade group changes down to sites. There are also local site information security policies and the security officer on-site ensures policies are followed.

Operational security

Configuration and change management standard
Supplier-defined controls
Configuration and change management approach
Changes and additions to infrastructure or any release component are captured down to component/ version level via a change management process within which changes are recorded via electronic request for change submissions. This process incorporates full business stakeholder sign-off via a CAB (Change Advisory Board) which includes full impact and risk assessment with emphasis on security.
Vulnerability management type
Supplier-defined controls
Vulnerability management approach
We consistently meet the stringent demands that are dictated by the PCI DSS annual assessment and in doing so must be able to demonstrate our position as to how we ensure that we have the rigid policies in place to manage assessment of threats, deployment of patches and obtaining information about potential threats.
Protective monitoring type
Supplier-defined controls
Protective monitoring approach
Potential compromises are identified from a layered approach of Intrusion Prevention Systems (IPS), firewall alerting, centralised logging and system performance monitoring. A security incident response plan is in place to respond to a potential compromise. Any incident, whether it be security or impact of service related, is acted upon as soon as it is discovered. There is a 24/7 employee alerting process.
Incident management type
Supplier-defined controls
Incident management approach
We have an internal process that is designed to cover common events, including escalation, communication and resolution management.

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

Social Value

Fighting climate change

Fighting climate change

We work hard to reduce the environmental impact of our operations; our people play their part by using less energy, travelling less and recycling. Working with our clients and partners, we support them to reduce their own emissions and transition to a low-carbon economy.

We’ve set science-based targets, accredited by the Science-Based Target Initiative (SBTi) to align with a 1.5°C pathway and have set targets to:• Reduce absolute Scope 1, 2 and 3 (business travel) greenhouse gas (GHG) emissions 46% by 2030 from a 2019 base year. • Ensure that 50% of our suppliers by spend covering purchased goods and services and capital goods will have science-based targets by 2025.

We will achieve these targets by:
•Consolidating our property portfolio, exiting inefficient properties in favour of a hub-and spoke model to accommodate employee and client needs.
•Investing in energy-efficient projects, including: LED lighting; upgrading building management controls; and replacing inefficient chillers and pumps.
•Investing in renewable energy projects directly or via our landlords.
•Reducing business travel by promoting virtual meeting technology, transitioning to electric fleet vehicles.
•Encouraging our suppliers to set ambitious plans to tackle climate change and reduce emissions.

Reducing our business travel
In 2020, we began to transition our fleet vehicles to lower emission vehicles. Our fleet has changed significantly; in 2019 99% of our vehicles were diesel, whereas now we have 77%. Consequently, there has been an increase in electric or hybrid vehicles from 1% to 23% in the same period with this trend continuing with 53% of vehicles on order being electric or hybrid.

Understanding our waste footprint
We encourage colleagues to reduce, reuse and recycle waste, and we provide facilities to make this possible. Collaborating closely with our waste management partners, we will continue to target a 75% recycling rate and zero waste to landfill.
Covid-19 recovery

Covid-19 recovery

The Covid-19 pandemic has brought unprecedented challenges to the way we live and work. For our wider stakeholders, our response has been to anticipate and respond to their needs–guided by our purpose–to create better outcomes.

Ensuring young people can continue their education during lockdown
Partnering with Microsoft and Google, our education teams supported the Department for Education’s Platform Provisioning Programme to fund and deploy digital learning platforms to every school that needed it during the Covid-19 pandemic.

Partnering with Business2Schools and our corporate charity partner, Teach First, we’re donating laptops and IT equipment to schools throughout the UK, to support children to continue their learning while at home.

Helping businesses get back on their feet
We supported the roll-out of new government initiatives to provide financial support to the business community, setting up an efficient online claims process to provide £500m of grants at speed.

Remaining close to our charity partners
We remained close to our charity partners, Teach First and Young Enterprise, to help them adapt to these unprecedented challenges and to play our part in equipping young people with the skills they need to succeed in the workplace.

Supporting our small and medium-sized business suppliers
91% of our total supply chain are small and medium-sized enterprises (SMEs), including sole traders and micro-organisations. We took steps to ensure that we paid them in line with our payment terms, which are stricter than the government’s Prompt Payment Code.

Making our workplaces Covid-19 secure
To ensure we protected our people, in just a matter of weeks we moved the vast majority of them to working from home. We implemented important measures such as banning all but essential travel, introducing special measures for the most vulnerable and providing regularly updated advice to all colleagues about how to stay safe.
Tackling economic inequality

Tackling economic inequality

Our focus on enhancing social mobility has also never been more important; and, with the economic and social impacts of the pandemic hitting young people especially hard, we have supported over 22,000 young people with essential skills needed for the world of work.

We’ve developed online workshops providing information and activities to students on ‘Getting yourself noticed’, ‘Making an application’ and ‘Getting feedback’. The workshops are delivered to schools, initially in low socio-economic areas, to help young people get prepared for the world of work.

We’re delighted to be partnering with the Good Things Foundation to help people in communities across the UK improve their lives through digital, developing a blueprint for public, private and third sector collaboration. Digital confidence and skills are now fundamental for everyone and we want to be part of ensuring an inclusive economic recovery.

As part of the Tech She Can Charter, Capita is part of 174 organisations championing careers in technology to young women at school. In the past two years, the programme has provided teacher toolkits and lesson plans to support schools in educating and inspiring pupils aged between 9 and 14 on how technology is used in different sectors, and the breadth and depth of technology careers. Access to the lessons is free to schools and parents.

Additionally, Capita is a signatory of the Tech Talent Charter, a commitment by organisations to work together to increase the inclusion and diversity of the tech workforce in the UK. At Capita, we have been developing our technology career paths through apprenticeships and graduate programmes.
Equal opportunity

Equal opportunity

We are committed to promoting diversity/ensuring nobody discriminates against individuals/groups under the Equality Act 2010. Promoting equality/inclusion is essential to being a responsible business/creating better outcomes for all.

We have demonstrated our commitment to disability inclusion by signing up to the Disability Confident Scheme. Our personal independence business, which supports with disability through our work for DWP, has implemented measures across recruitment, working arrangements and employee training, to become a disability confident leader.

We have sustainable representation of ethnic diversity reflecting the communities we operate in and commit to a 15% Black/Asian and ethnic minority representation across all levels, reflected by the makeup of our executive team. To identify/tackle inequality, we implemented mandatory learning on unconscious bias, to ensure we continue to breakdown stereotypes/unconscious thoughts, when recruiting, promoting, and upskilling staff.

We promote diversity via employee networks, learning, engagement, people, and leadership. We have established internal network groups (gender, ethnicity, faith, LGBTQ+ and disability) to ensure we continually educate and develop our people.

In relation to Modern Slavery, our suppliers comply with all local laws/regulations providing safe working conditions, treating workers with dignity/respect, acting fairly/ethically and being environmentally responsible. The following policies help us ensure modern slavery is not taking place in our business/supply chains:
•Human Rights Policy: procedures to prevent breaches to human rights standards.
•Diversity/Inclusion Policy: to foster a fair/inclusive workplace, ensuring discrimination is eliminated.
•Procurement Policy: what to expect from CBSL when purchasing goods/services and requirements to be met by Suppliers.
•Code of Conduct: Behaviour standards to create better outcomes.
•Supplier Charter: How we/suppliers conduct business openly, honestly, and transparently. We are signatories to the UK Government’s Prompt Payment Code, reporting our payment practices and performance to the government every six months.
•Speak Up Policy: Commitments to speaking up about serious concerns in CBSL/Supply Chain.


Our Wellbeing Framework guides the business on the actions we must take to support our managers and employees to live a well-balanced life. We have developed and implemented e-learning content and virtual labs, such as our R U OK? module, to help managers foster psychological safety, trust, emotional intelligence, resilience and a positive mindset within their teams. We also launched a financial wellbeing application, Level, which provides digital budgeting tools, financial education and guidance.

Our Wellbeing Hub, which provides online support and guidance about mental, physical, social and financial issues, as well as promoting our employee assistance programme, that gives our employees access to professional counselling – 24 hours a day. We published our Working Apart But Together pledge, providing support for the increased number of people working from home, and encouraging ongoing connection and engagement. We have marked Mental Health Awareness Week and World Mental Health Day, raising awareness of the support we provide and encouraging our colleagues to start the conversation that ‘it’s ok not to be ok’.


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Service documents

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 Tell them what format you need. It will help if you say what assistive technology you use.