VELOCITI SOLUTIONS LIMITED

Omnibus Software

Our systems enable bus operators and Local Transport Authorities (LTA’s) to efficiently manage their bus networks, covering the full process from timetabling to TransXChange, BODS and roadside publicity. Our operational and contract management solutions ensure compliance with tenders and support franchised services, with data analytics providing insights to optimise operations.

Features

• Comprehensive route performance system
• Manage contracts and monitor performance
• In depth Electronic Ticket Machine analysis
• Powerful data analysis and performance insights
• Enhance timetable management and publicity materials
• Visibility of multi-operator ticketing sales and usage data
• Concessionary fare reimbursement
• Improve punctuality and vehicle efficiency
• Public transport schedules data exchange
• Export TransXChange files to the latest BODS standards

Benefits

• Improve financial and operational performance
• Collaborate seamlessly
• Enhanced reporting
• Model scenarios
• Configurable to requirements
• Data sharing across applications
• Improved data accuracy
• Improve customer service and grow patronage
• Reduce duplication
• Streamline processes

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 tenders@omnibus.uk.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

224842341693475

Contact

Josh Mellor
+44 1527 556940
tenders@omnibus.uk.com

About your service

• Service categories:

  Applications

  Production and operations

  • Other operations

  Service industry and public sector operations

  • Other
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: There are no known constraints that buyers should know about. Systems are configurable depending on user requirements and flexible in terms of modules chosen, and number of licences required.
• System requirements: SaaS service works on any device running a supported browser.

User support

• Email or online ticketing support: Yes
• Support response times: Tickets are assigned a priority (1: Critical to 5: Service Request) based on impact and severity.; ; Response times are 1 hour to 5 days, depending on severity. ; ; Service desk are available Monday to Friday, 0900-1700 excluding bank holidays.
• 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: Tickets are assigned a priority (1: Critical to 5: Service Request) based on impact and severity.; ; Support and maintenance is charged annually, and based on the number of modules and licences held.; ; On-site support is available at additional cost and based on a day rate which can be found in the SFIA rate card.; ; Technical account management is provided as part of the overall service, along with a range of other subject experts, including cloud support where required.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: After configuration workshops, training is provided to the end users. Dependent on client requirements and Operational needs, go-live support, whether onsite or remote, can be offered. A self service portal is available to users, as well as product webinars and user group sessions.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
  • Other
• Other documentation formats:
  • Video
  • Pre-recorded webinars
• End-of-contract data extraction: At the written direction of the Customer, we will delete or return the Customer’s Personal Data and copies thereof to Customer on termination or expiry of the agreement unless EPM is required to store the Customer’s Personal Data by law or if such personal data is retained only in backups which are inaccessible in normal use. Data is stored in industry standard formats, which will facilitate this process.
• End-of-contract process: We will provide to the customer all reasonable assistance requested by the customer to facilitate the orderly transfer of all or part of the services back to the customer or to enable a Future Service Provider to take over the provision of all or part of the Services in respect of the agreement, until the end of the notice period.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Accessible via the support portal.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: None or don’t know
• API: No
• Customisation available: Yes
• Description of customisation: Customisations can be implemented to meet specific requirements on a project by project basis. Requirements are agreed following a discovery workshop and delivered via a robust project methodology.

Scaling

• Independence of resources: We ensure independence of resources through separation, capacity management, and monitoring to prevent one customer’s demand from impacting others.

Analytics

• Service usage metrics: Yes
• Metrics types: Regular reports are provided showing service usage metrics.
• Reporting types:
  • Regular reports
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Staff screening not performed
• Government security clearance: None

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: Yes
• Datacentre security standards: Managed by a third party
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest:
  • Physical access control, complying with another standard
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• 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 importing and exporting

• Data export approach: Functionality built into the software allows for the manual export of data, or automated reporting.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • PDF
  • XLS
  • A01
  • Doc
  • HTML
  • XML
  • WB1
  • WK2
  • WMF
  • BMP
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • Ticket Type
  • Scheduling Package
  • Fuel File
  • Cash Machine
  • Lost Mileage
  • Configuration Codes
  • Interface Files
  • Third-party CRM Systems

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)

Availability and resilience

• Guaranteed availability: We guarantee a 99% level of availability across our systems.
• Approach to resilience: Our services run in "Five Nines" data centres operated by Microsoft, designed to be fault tolerant, with single points of failure removed.
• Outage reporting: Service outage reporting is provided through internal and external monitoring tools that run 247 365.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
• Access restrictions in management interfaces and support channels: The system uses Microsoft Azure Active Directory for user authentication.
• Access restriction testing frequency: At least once a year
• Management access authentication: Multi-Factor Authentication (MFA)

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: User-defined
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: User-defined
• How long system logs are stored for: User-defined

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: The Information Security policy is a key component of the company management framework. It sets out the requirements and responsibilities for maintaining the security of information within the business and incorporates the following security policies and processes:; ; Access Management, including; physical access, identity and passwords, user access, administrator-level access, application access, hardware access, system perimeter access (firewalls), monitoring system access and use.; ; Asset Management including; asset ownership, asset records and management, asset handling, removable media.; ; Computer & Network Management including; operations management, system change control, accreditation, software management, local data storage. external cloud services, protection from malicious software, vulnerability scanning.; ; Ultimate responsibility for information security rests with the company Board. Day-today the responsibility for maintaining the Information Security Policy and the business Information Risk Register and recommending appropriate risk management measures is held by the Software Director. The business information risk register is reviewed annually and fed into the overall information security plan. Information security reports are produced monthly and reported to the board.; ; Line Managers are responsible for ensuring that their staff are aware of: the information security policies applicable in their work areas; their personal responsibilities for information security; how to access advice on information security matters.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Company Information Security Policy states that: Administrator-level access shall only be provided to individuals with a business need who have been authorised by the Chief Technology Officer. A list of individuals with administrator-level access shall be held by the Chief Technology Officer and shall be reviewed every 6 months. Administrator-level accounts shall not be used for day-to-day activity. Such accounts shall only be used for specific tasks requiring administrator privileges.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Sentinel vulnerability testing tools are deployed to constantly detect and classify potential points of exploitation in network devices, computer systems, and applications. We also undertake an annual vulnerability scan of all external IP addresses carried out by a suitably qualified external company. The business then acts on the recommendations of the external company following the vulnerability scan in order to reduce the security risk presented by any significant vulnerabilities. The results of the scan and any changes made are reflected in the company risk assessment and security policy as appropriate.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Personal data and special category data are identified in the Information Asset Register in accordance with the categories in the Information Security Policy. Any data categorised as 'red' is in locked cupboards (physical) or in a restricted area of the network / password protected where appropriate (data). Note all HR data is stored in an area of the network that is accessible by Directors only.
• Incident management type: Supplier-defined controls
• Incident management approach: All breaches of the Information Security Policy and all other information security incidents shall be reported to the CTO. In the result of an incident, data will be isolated to facilitate forensic examination. This decision shall be made by a Director, who will assess if a data breach has occurred and if necessary, notify any clients affected. Information security incidents shall be recorded in the Security Incident Log and investigated by a Director to establish their cause and impact with a view to avoiding similar events. The risk assessment and policy will be updated if required.
• Post-quantum cryptography secure: No

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: No
• 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: British Assessment Bureau
• ISO/IEC 27001 accreditation date: Tuesday 28 October 2025
• What the ISO/IEC 27001 doesn’t cover: The certification does not cover customer infrastructure or environments, third-party platforms beyond our control, or services that fall outside the scope of our ISO/IEC 27001 certification; however, all such areas are managed through documented risk assessment, supplier management, and contractual controls.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: British Assessment Bureau
• ISO 9001 accreditation date: Tuesday 28 October 2025
• What the ISO 9001 doesn’t cover: The ISO 9001 certification does not extend to customer-controlled environments, third-party services outside our direct control, or services outside the defined scope of our quality management system.
• 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: You do not have a current and valid Cyber Essentials Plus certificate, or will not have in place within 12 months of the date of award but have an IASME certified equivalent.
• 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
    • 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
    • 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
    • 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
    • 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

  • 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
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)

  • 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
    • 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
    • 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
    • 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

  • 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
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery

  • 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
    • 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 tenders@omnibus.uk.com. Tell them what format you need. It will help if you say what assistive technology you use.