FUJITSU SERVICES LIMITED

Fujitsu Smart Ticketing Commercial Portal

The Fujitsu Smart Ticketing Commercial Portal provides a customer-facing website for transport customers to apply for a commercial smartcard, manage their account, view previous transactions and buy or top up their existing smart products. It can be fully branded to complement a scheme and is fully responsive for mobile phones.

Features

• Customer account registration and management with application work flows
• Uploading or photo capture for personalisation of smartcards
• Registration of anonymous and third-party smartcards
• View ticket and journeys with account historic transactions view
• Smart ticket retail – new & top-ups with indirect fulfilment.
• Replacing a scheme smart media & tickets
• Payment processing and management where scheme fees apply
• UK government ITSO standard capable
• Bespoke styling and branding built on responsive design technology
• Interfaces to Fujitsu Smart Ticketing CMS service (mandatory module)

Benefits

• Remote web access over the internet via a web browser.
• Low total cost of ownership
• Multi tenanted service platform
• Manned UK Based ServiceDesk 5 days per week
• Fully hosted managed service
• Support for multi-modal schemes
• Supports multiple commercial schemes and smart media
• Fujitsu's proven capability in smart scheme management over 25 years
• Cloud platform supporting many UK transport schemes
• Optional modules: Analytics, ITSO HOPS, Remote POST and ABT

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

592271083248236

Contact

Sam Skinner
07867827225
government.frameworks@fujitsu.com

About your service

• Service categories:

  Applications

  Production and operations

  Service industry and public sector operations

  • Other
• Multi cloud support: No

Service scope

• Software add-on or extension: Yes
• What software services is the service an extension to: Fujitsu ITSO HOPS; Fujitsu Smart Ticketing CMS
• Cloud deployment model: Private cloud
• Service constraints: Subject to agreed planned maintenance for new releases and or bug fixes
• System requirements:
  • Fujitsu require domain owned certificate if hosting using domain-owned URL
  • Integrated Payment Service Provider facility required for online payment

User support

• Email or online ticketing support: Yes
• Support response times: Varies depending on support arrangements.
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), 7 days a week
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: The Cloud Commercial Portal support levels including: -; ; % Service Level Availability ranging from 99%; Service Desk availability is as follows: -; Mon - Friday 07:00 - 17:30,; Saturday 09:00 - 17:30 and; Sunday 10:00-16:00; ; Fujitsu also operates an optional 24/7 manned helpdesk which is available at an extra cost which is determined by client requirements.; ; Access to an Fujitsu Account Manager is available for contracted customers
• Support available to third parties: No

Onboarding and offboarding

• Getting started: On site training and user documentation
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: Fujitsu is provided as part of a data extract service and provided in CSV format.
• End-of-contract process: Provision of standard files of customer owned data.
• Documentation accessibility standard: EN 301 549

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
  • Other
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: All functionality remains the same for mobile devices
• Service interface: No
• User support accessibility: None or don’t know
• API: Yes
• What users can and can't do using the API: Fujitsu Smart Ticketing Commercial Portal API can be provided as a RESTful and SOAP interface. The use of the API's use will be documented and configured as part of scheme customisation. API use controlled by an Fujitsu interface control document that will define the scope and usage of each API client connecting to the service.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: The service can be customised by Fujitsu as follows: -; ; 1. Service configuration to support scheme requirements.; 2. Portal branding, colours, text and imagery are tailored to customer needs.; 3. Can be hosted using customer owned domain URL.; 4. Configured product catalogue to scheme requirements, including pricing.

Scaling

• Independence of resources: The Fujitsu Smart Ticketing Commercial Portal is a cloud solution which can scale to meet customer demand. Fujitsu network monitoring ensures the Fujitsu Smart Ticketing Commercial Portal private cloud capacity meets the service capacity agreed with the customer.

Analytics

• Service usage metrics: Yes
• Metrics types: Provided as standard end of month service performance report
• Reporting types: Regular reports
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Security Clearance (SC)

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: Supplier-defined controls
• Penetration testing frequency: At least once a year
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest:
  • Physical access control, complying with another standard
  • Encryption of all physical media
• 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: The Fujitsu Service Desk provide a standard user data export service
• 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: The Fujitsu Cloud Commercial Portal is provided on a 99% service level availability with a service credit regime to compensate for poor performance.
• Approach to resilience: The Fujitsu Cloud Commercial Portal has a secondary (DR) services to provide service resilience in the event of a system disaster.
• Outage reporting: The Fujitsu Service Desk will inform customers (by email and phone) directly in the event of an unplanned system outage.

Identity and authentication

• User authentication needed: No
• Access restrictions in management interfaces and support channels: The Fujitsu Cloud Commercial Portal is a public facing website therefore restrictions to access is not required. However, to gain access to a defined user account, users are required to insert a username and password combination. Only following successful verification of user credentials can the end users manage their account.
• Access restriction testing frequency: At least every 6 months
• Management access authentication: Username or password

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: At least 12 months
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: At least 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
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: ISO 27001; ISO 9001; ISO 14001; PCI V3
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Fujitsu operates its own change management process, reviewed and assessed at a monthly Change Advisory Board (CAB). A change manager plans and tracks the new releases and changes over their lifecycle.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Fujitsu operates a continuous threat assessment process for its business from software security violation monitoring (using Nexus), network vulnerability scanner (using solar winds) and annual pen testing using external security agencies.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Fujitsu operations working closely with infrastructure monitoring and review identified security issues and weaknesses. These are graded against an agreed criticality scale and those items identified as critical are schedule for resolution and owned by head of department. For example identified software security vulnerabilities are automatically scanned, scored and addressed as part of the continuous improvement policies.
• Incident management type: Supplier-defined controls
• Incident management approach: Fujitsu has established predefined and documented incident management process, the Fujitsu Service Desk is available 7 days per week to enable customer to contact Fujitsu to report an incident. Incident reporting in managed via the incident manager and service desk and depending on the severity of the incident can be as frequent as hourly.
• 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: 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.