PINDAR TRAVEL INFORMATION SYSTEMS LIMITED

MARI

MARI is an online portal that allows the generation of linear maps and stop-specific timetables direct to PDF for Bus Stop Displays. Inserting fillers, QR codes, promotions, route maps or vicinity maps etc. can be accommodated automatically.

Features

• Create Bus Stop Panels
• Uses TransXChange & NaPTAN
• Linear Creation
• Journey Editing
• Save panels for editing later
• Note or notes editing
• Assorted PDF templates can be applied
• Preview on screen before editing
• Utilise Custom/branded cartography base
• Inserting fillers, QR codes or maps etc.

Benefits

• Large cost savings compared to traditional methods
• Can be carried out 24/7
• Massive time savings
• Filter data to fit your templates
• Comparison with services highlighting

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@pindarcreative.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

476230088969564

Contact

Carl Thomas
01296390100
tenders@pindarcreative.co.uk

About your service

• Service categories:

  Applications

  Content workflow and management

  • Document
  • Creative
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: No
• System requirements: Not applicable to mapping framework

User support

• Email or online ticketing support: Yes
• Support response times: Depends on SLA agreed but typically within 2 hours during business hours.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• 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 A
• Web chat accessibility testing: Used standard accessibility testing toolkits we use on all websites
• Onsite support: No
• Support levels: Pindar Creative provides website hosting and support during working days and hours, aiming for at least 98% availability in each six-month period. Planned and emergency maintenance outages are excluded from downtime calculations, with email notice given where possible. Services include a telephone helpdesk, advice on new software releases, fault recovery support, daily backups, and ongoing server hosting with remote access for content management. ; ; Customers must report faults within 14 working days via the helpdesk. Faults are categorised from A (critical, unusable) to D (minor cosmetic), with response and fix times set out in a Fault Fixing Matrix. Temporary workarounds may be provided before permanent fixes in future releases. On-site support, if required, is charged at standard rates. Enhancements and third-party modifications are excluded and quoted separately.; ; All supported by technical manager
• Support available to third parties: No
• AI chatbot: No

Onboarding and offboarding

• Getting started: We build the interactive mapping website after agreeing on the functionality with the customer during onboarding meetings.
• Service documentation: No
• End-of-contract data extraction: We can provide exports of the mapping tiles in PNG format and any point of interest data supplied can be extracted as CSV file.
• End-of-contract process: Map tile and point of interest data are supplied to the customer if required.; The site is removed from our mapping framework and archived.; Subdomain name is redirected to a generic page.

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: WCAG 2.2 AA
• API: No
• Customisation available: Yes
• Description of customisation: The sofware is designed to allow for many customisations. ; Users will need to request customisations from us.; Only service provider - not users

Scaling

• Independence of resources: We ensure users are not affected by others through a multi-tenant cloud architecture that provides logical separation, autoscaling and load balancing across redundant infrastructure. Resource quotas prevent any single user from consuming disproportionate capacity, while continuous monitoring and automated scaling maintain consistent performance during demand spikes. Environments are isolated, resilient and designed so that increased load from one customer cannot degrade another’s service.

Analytics

• Service usage metrics: Yes
• Metrics types: Metrics are provided via Google Analytics
• Reporting types: Regular reports
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

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

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: No
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: In-house
• Protecting data at rest:
  • Physical access control, complying with another standard
  • Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type: Data Erasure

Data importing and exporting

• Data export approach: User's can't export their own data as there is no CMS for them to do this.; Pindar Creative will do this if requested.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • PNG
  • JPEG
  • WebP
  • GeoJson
  • XML
• 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)
  • IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: That the Website shall be available a minimum of 98% in each six-month period.
• Approach to resilience: Available on request
• Outage reporting: Email alerts

Identity and authentication

• User authentication needed: Yes
• User authentication: Multi-Factor Authentication (MFA)
• Access restrictions in management interfaces and support channels: Access to management interfaces and support channels is restricted to authorised personnel only and controlled using role-based access permissions aligned to job responsibilities. Administrative access is granted on the principle of least privilege using individual user accounts and strong authentication, with multi-factor authentication applied where supported. Access rights are formally approved, reviewed regularly, and promptly revoked when no longer required. Support channels are limited to authenticated customers and authorised staff, with requests logged and auditable. Management access is monitored to detect and respond to unauthorised access attempts.
• Access restriction testing frequency: Less than 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: At least 12 months
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: We have ISO 27001 and Cyber Essentials which ensure policies are followed
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: (Aligned to ISO/IEC 27001:2022); ; Pindar Creative operates structured configuration and change management processes to protect the confidentiality, integrity, and availability of information systems and services. These processes support ISO/IEC 27001:2022 requirements, particularly Annex A controls relating to asset management, change control, vulnerability management, and secure system operation.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Pindar Creative’s vulnerability management process ensures that:; ; - Threats are identified using trusted intelligence sources; - Risks are assessed based on business and security impact; - Patches are deployed promptly and safely; - Suppliers are included in security assessments; - Actions are documented and auditable; - Continuous improvement is maintained.; ; This structured approach supports ISO/IEC 27001:2022 requirements and helps protect services against evolving cyber threats.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Pindar Creative’s protective monitoring approach ensures that:; ; - Potential compromises are identified through technical and operational monitoring; - Security incidents are assessed, contained, and resolved promptly; - Response times reflect the severity of the risk; - Actions are documented and auditable; - Continuous improvement is embedded; ; This structured approach protects services, customer data, and business operations while maintaining compliance with ISO/IEC 27001:2022.
• Incident management type: Supplier-defined controls
• Incident management approach: Pindar Creative operates a formal incident management process aligned with ISO 27001. Pre-defined procedures exist for common events such as security alerts, service outages, and data protection incidents. Users report incidents via the helpdesk, email, or designated support contacts. Each incident is logged, assessed, and managed according to its severity. Actions, outcomes, and lessons learned are documented. Where required, incident reports are provided to customers and management, outlining the cause, impact, resolution steps, and any preventive measures implemented.
• 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: 2%
• Between £500,001 and £1,000,000: 4%
• Between £1,000,001 and £2,500,000: 5%
• Between £2,500,001 and £5,000,000: 6%
• Over £5,000,001: 8%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: URS
• ISO/IEC 27001 accreditation date: Saturday 17 May 2025
• What the ISO/IEC 27001 doesn’t cover: Our scope cover all elements of our business. However, we use a thrid party for hosting website and they also have ISO/IEC 27001 certification
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: URS
• ISO 9001 accreditation date: Thursday 4 May 2023
• What the ISO 9001 doesn’t cover: All parts of the business are covered
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: Aaef1a56-db09-4af5-917a-38dbc49cc952
• Cyber essentials plus: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Other security certifications: 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
    • 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

  • 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
    • 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 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)
    • 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
    • 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
    • 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

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