TURNER & TOWNSEND PROJECT MANAGEMENT LIMITED

The Hive

The Hive is our project intelligence, cloud platform that hosts project data and applications. The Hive captures all project data in one location, providing a single version of truth for referral and analysis. Within the Hive environment, users can explore project information separately to the specific functionality of the apps

Features

• Generating detailed costs estimates based on user data
• Comparing project scenarios with data adjusted for various factors
• Sharing and exporting analyses generated by the software
• Producing comparative analyses of historical project costs
• Providing a single centralised location for project and cost data
• Generating reports across apps, recorded centrally and auditable
• Statistical analysis of datasets, including ability to manipulate set
• Adoption and onboarding, maintenance and ongoing support

Benefits

• Provides bespoke estimates allowing for changing user specifications
• Automatically provides insights while accounting for changing economic factors
• Produces clear and visually appealing reporting and graphics
• Able to use large datasets to generate insights for users
• Allows user to sort through data with custom parameters
• Centralised location for all company project and cost data
• Greater cost certainty when building estimates
• Smooth transition and adoption of software, as part of service

• Education pricing available
• 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 edward.linford@turntown.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

426917004480186

Contact

Edward Linford
07535698416
edward.linford@turntown.co.uk

About the service

• Service categories:
  • Application Development and Deployment
    • Analytics and business intelligence
      • Business Intelligence
        • Business Intelligence
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: Our service is configurable to each Client's capital projects data structures. The development of bespoke features or functionality would need to be engaged via a separate engagement.
• System requirements:
  • Access the Hive by entering your company Hive URL
  • Hive supports the latest generation of web browser
  • Backward compatibility to previous browser version

User support

• Email or online ticketing support: Yes
• Support response times: Within 1 business day
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: None or don’t know
• Phone support: No
• Web chat support: No
• Onsite support: Yes
• Support levels: Onsite support for workshops and training or liaison on client cost breakdown structures, input parameters and the Hive software configuration are included as part of our service. Any extended placement or extensive Client-site visits would require a separate engagement.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Our Hive Digital Team will engage users along the entire onboarding process, from workshops to understand Client cost breakdown structures and specific inputs and parameters that are useful and continued liaison across the entire design process. Once this is understood, a Client environment is launched, configured to those requirements and user guides provided. Onboarding involves training, and User Acceptance Testing is engaged across the entire launch process. ; ; Once the Hive platform is launched, the Hive Digital Team are available for ongoing support and will provide any maintenance required. Quarterly workshops are engaged with all Clients to help to direct continuous improvement direction.
• Service documentation: Yes
• Documentation formats: PDF
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Our onboarding, offboarding and engagement is tailored to the requirements of each Client. All workshops, materials and documentation is adapted for each Client's requirements. This allows for a great amount of flexibility, meaning that if any accessibility requirements are encountered, that the onboarding and offboarding can be adapted suitably to accomodate this. If specific additional resource is required to accomodate, then this is engaged also.
• End-of-contract data extraction: On termination of the Agreement, Clients can request the most recent back-up of data. This will be provided with flat files in .csv format of the data that they have inputted into the Apps as well as the associated images uploaded. Any information that is provided by a third-party API (e.g. organisation information provided by the D&B database) will not be included in the download.
• End-of-contract process: As described in the T&T Digital IAM policy doc, the onboarding and offboarding processes are well integrated. Accounts are disabled as soon as contracts are terminated, which the technology implements with immediate effect or within a few minutes. User bindings to systems and applications are revoked and the accounts deleted.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Responsive design in browser with no separate mobile app, software is scaled.
• Service interface: Yes
• Description of service interface: Landing page with custom client-tailored colour scheme, logo and font. From there, various apps can be launched, depending on client's subscription package.
• Accessibility standards: None or don’t know
• Description of accessibility: For our commitment to ongoing accessibility improvements, we adopt best practices for regular testing of our accessibility scoring, running ‘Lighthouse’, Google’s open source tool that sets the standard for driving accessibility across the internet. The Lighthouse Accessibility score is a weighted average of all accessibility audits. Weighting is based on axe user impact assessments. We have plans to integrate Lighthouse into our automated delivery pipelines, to test all new features for accessibility before release. This will ensure that improvements are developed with accessibility specifically in mind. We always use up-to-date web application framework versions and their accessibility best-practice features.
• Accessibility testing: None
• User support accessibility: None or don’t know
• API: Yes
• What users can and can't do using the API: An API can be enlisted via a separate engagement depending on the structure of Client design and their requirements. Our API can expose some of the calls that the applications make. As an example, for our Parametric Modelling app, the API works by sending a request over the internet to the Turner & Townsend cloud platform, which contains details of the overall scheme, as well as the individual buildings. The API returns a response which contains the cost of the scheme in its entirety, and for each building, as well as details of the precision and exclusions. The API calculates the cost data using a range of formulas and look-up values (termed as constants), that represent our parametric cost modelling methodology for such a scheme.
• API documentation: Yes
• API documentation formats: Open API (also known as Swagger)
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: "Each Hive environment is branded to the custom client-tailored colour scheme, logo and font and configured with the Client cost breakdown structure and the specific inputs and parameters that are useful, will drive value and provide insight. ; ; Cost data is entered in the Client cost breakdown structure.; Project data is configured to the specific inputs that Client tracks and the environment can therefore deliver value in a way that is immediately useful. ; ; Bespoke features and functionality requested outside the regular continuous improvement of the product will require a separate engagement."

Scaling

• Independence of resources: Each customer has their own segregated environment. We utilise autoscaling and load-balancing on our APIs to ensure they scale based on current request volume.

Analytics

• Service usage metrics: Yes
• Metrics types: T&T Digital collect metrics and logs for all relevant cloud components and aggregates these in a centralised logging platform.
• Reporting types: Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: No

Supplier type

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• 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 CREST-approved service provider
• Protecting data at rest: Encryption of all physical media
• 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: On termination of the Agreement, Clients can request the most recent back-up of data. This will be provided with flat files in .csv format of the data that they have inputted into the Apps as well as the associated images uploaded. Any information that is provided by a third-party API (e.g. organisation information provided by the Dun &Bradstreet API integration) will not be included in the download.
• 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)
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: No guaranteed availability but best endeavours 100% uptime.
• Approach to resilience: We have adopted the UK Government National Cyber Security Centre's (NCSC) Cloud Security Principles as a framework for ensuring a structured approach to protecting customer data and designing systems and services.
• Outage reporting: We report all outages using an internal template which are provided to all stakeholders of the application.

Identity and authentication

• User authentication needed: Yes
• User authentication: Identity federation with existing provider (for example Google Apps)
• Access restrictions in management interfaces and support channels: Authorisation and access control is to be based on role and must be preceded by authentication of a unique identity. We monitor and log all privileged access. Access to, and use of, audit tools that interact with T&T Digital systems is appropriately segregated and access restricted to prevent inappropriate disclosure and tampering of log data.
• Access restriction testing frequency: At least every 6 months
• Management access authentication: Identity federation with existing provider (for example Google Apps)

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: Between 6 months and 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: Between 6 months and 12 months
• How long system logs are stored for: Between 6 months and 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: CSA CSM version 4.0
• Information security policies and processes: T&T Digital has established formal policies for all personnel about Security, Secure Development, IAM, Incident Response and Acceptable Use providing guidelines necessary to support our services.; ; Identity and Access Management Policy; Incident Response Policy; Information Security Policy; Privacy Policy; Security Policy

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: The team follows modern Continuous Delivery practices to get changes of all types—including new features, configuration changes and bug fixes into production, or into the hands of users, safely and quickly in a sustainable way. Policies and procedures are established, and supporting business processes and technical measures implemented, to restrict the installation of unauthorized software changes on organizationally-owned cloud based infrastructure and systems components. A significant number of tools are used throughout the SDLC to achieve this.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: We review our applications for security vulnerabilities and address any issues prior to deployment to production. T&T Digital has implemented a vulnerability management program to detect and remediate application vulnerabilities
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Our logging and monitoring framework allow isolation of an incident to specific tenants. T&T Digital collect metrics and logs for all relevant cloud components and aggregates these in a centralised logging platform with SIEM capabilities.
• Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
• Post-quantum cryptography secure: No
• Incident management approach: Security incidents are covered in T&T Digital's Incident Management policy. The incident response plans are tested regularly and at least on an annual basis. We make security incident information available to all affected customers and providers periodically through electronic methods.

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: Yes
• Description of free trial: A pilot can be provided on a case by case basis, depending on scope and for a limited time. A Hive environment will contain agreed applications, configured to Client capital project structures, colour scheme, logo and font, and will be accessible to nominated users for an agreed period of time.

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%

Standards and certifications

• ISO/IEC 27001 certification: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): No
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Cyber Essentials Certificate Number: Provided
• Cyber essentials plus: Yes
• Cyber Essentials Plus Certificate Number: 9adf809a-d918-4ce4-b617-b6d600a94eb9
• Other security certifications: Yes
• Any other security certifications:
  • OWASP ASVS
  • OWASP MASVS

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 edward.linford@turntown.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.