FUJITSU SERVICES LIMITED

Oracle Exadata to Cloud

Fujitsu will help you move your existing Exadata solution to either Oracle Exadata Cloud Service or Oracle Database Exadata Cloud at Customer, delivering the world’s most advanced database cloud. Our Oracle-based private cloud service is designed for the UK Public Sector, is GDPR compliant and suitable for OFFICIAL workloads.

Features

• Exadata Engineered Systems
• Host Oracle systems within Cloud Infrastructure inside own datacentre/Fujitsu’s
• Connect Oracle Cloud to non-Oracle workloads in the cloud
• Connectivity to government networks; PSN, Janet, HSCN, N3, RLI
• Opt to receive managed service for your Private Oracle Cloud

Benefits

• Retain your investment in Oracle technology
• Condense your on premise infrastructure footprint
• Improve data locality by putting Oracle in Cloud
• Host Exadata applications in the cloud
• Remove commercial overhead of hosting Oracle infrastructure in different location
• Have confidence in who has access to your data
• Solutions on a cloud that aligns with NCSC best practice
• Use known technologies to de-risk your cloud transition - Consistency
• Make compelling citizen facing services, whilst ensuring data remains safe
• Evergreen your infrastructure strategy with no need to refresh

• Free trial available

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at government.frameworks@fujitsu.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

243427919938722

Contact

Sam Skinner
07867827225
government.frameworks@fujitsu.com

About your service

• Service categories:

  Application Development and Deployment

  Integration and orchestration

  Business to business middleware

  • B2B Gateway Middleware
  • B2B Collaboration Networks and B2B Managed Services
  • Managed File Transfer

  Integration software

  • API Management Software
  • API Gateway Software
  • Integration Platforms
  • Connectivity Adapters and Plug-In Software

  Event stream processing

  • Messaging Middleware
  • Stream Processing Software
  • Functions Software
  • IoT Application Platforms
  • Process Mining and Insights Software
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes
• What software services is the service an extension to: Oracle
• Cloud deployment model: Public cloud
• Service constraints: Not Applicable
• System requirements:
  • A definitive IT asset view of their current IT estate
  • A high level design of how future state would look
  • Transformation plan to move from current state into future state
  • And a detailed cost

User support

• Email or online ticketing support: Yes
• Support response times: It will depend on the contract agreement as to what Fujitsu response times will be.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AAA
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: Yes
• Web chat support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: WCAG 2.2 AAA
• Web chat accessibility testing: Not Applicable
• Onsite support: Yes
• Support levels: Not applicable
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: Fujitsu will provide initial onsite experts to help get the Customer up and running. Then onwards Expert support will be provide at pre-determined level.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • ODF
  • PDF
• End-of-contract data extraction: Not Applicable
• End-of-contract process: Exit from the service is part of the agreement. Users will need to move their solutions to new infrastructure at end of contract if they wish.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: N/A

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Firefox
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: WCAG 2.2 AAA
• API: No
• Customisation available: No

Scaling

• Independence of resources: Each VM Cluster is independent from the other clusters Grid Infrastructure, Listener, ASM disks, and InfiniBand partition Each VM Cluster has its own isolated client and backup networks VM Cluster networks are isolated from each other at layer 2 (Ethernet)

Analytics

• Service usage metrics: Yes
• Metrics types: CPU; Disk; HTTP request and response status; Memory; Network; Number of active instances; Other; Customers control and manage software that directly affects their application; Authentication to access customer VMs; Customer’s have root access to customer VMs; Database, Grid Infrastructure, agents, operating system, etc.; Customers configure and run databases as they like.; Invoke Cloud Automation to perform administrative tasks
• Reporting types:
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Reseller providing extra features and support
• Organisation whose services are being resold: Oracle

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Developed Vetting (DV)

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: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CHECK service provider
• Protecting data at rest:
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Physical access control, complying with another standard
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
  • Other
• Other data at rest protection approach: Security of data at rest is achieved through encryption of data stored in database data files and backups
• 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
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: This will all depend on how the solution is architected
• Data export formats: CSV
• Data import formats: CSV

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Legacy SSL and TLS (under version 1.2)
  • Other
• Other protection between networks: Connections secured by Oracle Net Encryption Database files encrypted by TDE Protection from privileged users through Database Vault Sensitive data secured by Label Security, Data Masking and Subsetting
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: Exadata in an MAA configuration is recognized by the analyst firm IDC as a system that delivers at least 99.999% availability and is categorized in the IDC AL4 fault-tolerant market segment.
• Approach to resilience: All outages will be reported via the Service Status page and the notifications service within the portal. Outages are identified as Planned maintenance, Emergency maintenance, and platform issues. In addition, the designated Technical Account Manager will proactively contact customers as appropriate.
• Outage reporting: N/A

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Dedicated link (for example VPN)
• Access restrictions in management interfaces and support channels: Customers have the option to raise a support request via telephone or email. Fujitsu will always authenticate the identity of the user by validating known phone numbers and asking them for specific characters within their pre-agreed memorable word
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)

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: Between 1 month and 6 months
• Access to supplier activity audit information: Users receive audit information on a regular basis
• How long supplier audit data is stored for: Between 1 month and 6 months
• How long system logs are stored for: Between 1 month and 6 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards:
  • CSA CSM version 4.0
  • ISO/IEC 27001
  • Other
• Other security governance standards: CSA STAR, ISO27001, ISO27017, ISO27018 and ISO20000
• Information security policies and processes: The Company is governed by an integrated suite of information security policies. Under the top level Information Security Policy itself are second-level documents with specific focus on Acceptable Use, Antivirus Protection, Asset Management, Business Continuity Management, Data Protection, Password Management, Personnel Management, Supply Chain Management and many others.
• 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: In accordance with the guidance from ITIL v.3 and the current ISO20000 and ISO27001 standards. Where technically possible, real-time updates and status reports are identified and sourced from credible vendor sources.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Following best practice from the National Cyber Security Centre, protects both its Assured and Elevated platforms with 24x7 enhanced protective monitoring services, vulnerability scanning and assessment.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Following best practice from the National Cyber Security Centre, protects both its Assured and Elevated platforms with 24x7 enhanced protective monitoring services, vulnerability scanning and assessment.
• 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: Documented incident management policy and process, which have been implemented, maintained and assessed in accordance with the guidance from ITIL v.3 and the current ISO20000 and ISO27001 standards
• Post-quantum cryptography secure: Yes

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: No
• Free trial available: Yes
• Description of free trial: Oracle Credits are available
• Link to free trial: Oracle.com

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: Bureau Veritas Certification Holding SAS
• ISO/IEC 27001 accreditation date: Tuesday 1 July 2025
• What the ISO/IEC 27001 doesn’t cover: All reference control objectives and controls of the standard are in scope, and all aspects of the offerings
• ISO 28000:2022 certification: Yes
• Who accredited the ISO 28000:2022: Bureau Veritas Certification Holding SAS
• ISO 28000:2022 accreditation date: Tuesday 1 April 2025
• What the ISO 28000:2022 doesn’t cover: All reference control objectives and controls of the standard are in scope, and all aspects of the offerings
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: Bureau Veritas Certification Holding SAS
• ISO 9001 accreditation date: Thursday 1 June 2023
• What the ISO 9001 doesn’t cover: All reference control objectives and controls of the standard are in scope, and all aspects of the offerings
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: A2af4308-95d5-4e5e-872d-35422ec4d46f
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 84346939-ea52-463a-b1ee-dcfaeb3ddd3b
• Other security certifications: Yes
• Any other security certifications:
  • ISO27017
  • Physical access control, complying with CSA CCM v4.0

Social value

• Section B - Commitment for Future: Delivery:

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Ensuring new workers are informed of their right to join a trade union
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
    • 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
    • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • 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

  • 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
    • 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 government.frameworks@fujitsu.com. Tell them what format you need. It will help if you say what assistive technology you use.