LATERAL TECHNOLOGY LIMITED

Enforcement Software

Lateral manages software used for both private and government sector clients that do enforcement. Lateral is more flexible and less expensive than competitors with a companion enforcement app that is available in android and apple devices.

Features

• Enforcement app - best route finder
• Automatic Allocation based on rules (such as postcode)
• Enforcement Fee calculation
• Workflow automation
• Send Letters such as NOE
• Send Email and SMS
• Auto remind debtors about a payment in a plan
• Visit Report automation from app
• Flexible Field Agent App

Benefits

• Saves fuel and money with best route calculation
• Auto-allocation saves time every day
• Enforcement fee calculation and auto-adding saves time.
• Automate tasks using rules or decisions, saving time and money
• Send out the NOE automatically
• Save on communication costs with Email and SMS

• Education pricing available

Service documents

• Pricing document

  PDF

• Service definition document

  ODT

• 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 ian@getlateral.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

656384044824605

Contact

Ian McManus
01242 802352
ian@getlateral.com

About your service

• Service categories:

  Applications

  Production and operations

  • Other operations
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: No constraints
• System requirements: Internet connection (reliable broadband; higher bandwidth if heavy document scanning/uploads)

User support

• Email or online ticketing support: Yes
• Support response times: Within 2 hours during weekdays, and 24 hours on the weekends
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: We provide 24/7 ticket and email support and offer the following terms in our SLA (service level agreement).; ; Critical - Target response time: 2 hours, Target resolution time: 8 hours; ; Serious: Target response time: 8 hours, Target Resolution time: 24 hours; ; Moderate: Target response time, 12 hours, Target Resolution Time, 48 hours; ; Minor: Target response time, 24 hours, Target Resolution time, 72 hours
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We provide a full implementation service including weekly calls, training, configuration, data migration, and sometimes plug-in development and customization.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: Some of our clients pay for database access on a monthly basis and they can extract their data themselves, or we charge a fee for data extraction.
• End-of-contract process: Support to match the SLAs, License, Hosting and Maintenance is included in the price of the contract. We charge extra for professional services including onboarding, data extraction, or any special requests and changes that required extra labour outside of the contract.
• Documentation accessibility standard: WCAG 2.2 AA

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: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: We use Jira (Atlassian product) support service interface
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: We have not done testing on this.
• API: Yes
• What users can and can't do using the API: Our Restful API allows users to create their own functionality and interfaces as well as update any data in the system. There are no limitations to the data that clients can modify or access using our API as we now use the API for internal admin area tools as well as external use.
• API documentation: Yes
• API documentation formats: PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: At the core of our service is a workflow engine so the entire workflow can be customised. In addition custom fields, custom interface (users can drag and drop widgets for various pages including the dashboard). In addition, users given the permissions to do so, can change the theme (colors and logo), the menus, the user roles, any questions on a form, exit codes for a task or stage in the workflow. There is a report generator so reports can be customized. ; ; Because our service has been used across industries we boast one of the most configurable and flexible software systems on the market.

Scaling

• Independence of resources: We have multiple server monitoring tools ensuring that all services - from the database layer to the application layer all have the appropriate amount of resources. Further to this, each Lateral client has their own database and many of its larger clients have their own servers, some with multiple servers including a database server, job queueing server, and application server.

Analytics

• Service usage metrics: Yes
• Metrics types: We have reports available in the system and a report builder as well. These reports include time tracking, as well as last login by user etc...
• Reporting types:
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• 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: 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: NCSC approved service provider
• Protecting data at rest: Physical access control, complying with SSAE-18 / ISAE 3402
• 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: Data Erasure

Data importing and exporting

• Data export approach: Users can export account and finance related data in the system itself. There are download buttons for extracting csvs, reports, and financial information. There is also a report builder which can be scheduled and sent via email or SFTP.
• Data export formats: CSV
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • XLS
  • XML
  • TXT
  • PIPE
  • API

Data-in-transit protection

• Data protection between buyer and supplier networks: TLS (version 1.2 or above)
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: We offer 99 percent guaranteed up-time and refunds for the month pro-rata for any time over 99 percent. In the 15 years we have been in business we have never fallen below 99 percent.
• Approach to resilience: We use AWS and follow all of the best practices for hardering and security including using services such as Amazon Guard Duty, CloudWatch, and their Web Application Firewall.
• Outage reporting: We do have email alerts and will soon have a public dashboard that users can subscribe to.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
• Access restrictions in management interfaces and support channels: We restrict access in management with a Role Based Access Control system, only certain administrators have access to management. Lateral's clients are trained on how to configure administrative privileges.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • 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: 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
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: We have pre-defined procedures covered through our ISO 27001 security policies including incident reporting and management, security governance, management meetings, statement of applicability etc.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Lateral Technology operates a formal change management process to ensure service changes are controlled, auditable, and implemented safely across production environments. All changes to live services are managed through a documented Request for Change (RFC) process, with defined change types (Standard/Normal/Emergency), approvals, testing, rollback planning, and post-implementation review (PIR) where required.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Lateral Technology assesses threats through monitoring and regular testing. AWS GuardDuty detects cloud threats and sends email alerts; centralized logging and periodic log reviews identify anomalies. We run weekly vulnerability testing via Defense.com, quarterly internal/external vulnerability scans (and after significant changes), and annual penetration testing to validate controls and identify exploitable weaknesses. Patches and configuration changes are risk-rated and deployed to SLAs: Critical within 14 days, High 30 days, Moderate 60 days, Low 90 days. Updates are tested before rollout, implemented under change control, and verified post-deployment. Threat intelligence comes from AWS bulletins, vendor advisories, CVE/NVD feeds, and assessment reports.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Lateral identifies potential compromises through continuous protective monitoring across cloud and endpoint environments. In AWS, GuardDuty provides threat detections and sends automated email alerts; centralized logging records security-relevant events, supports anomaly detection, and is reviewed periodically. Endpoints are protected with approved anti-malware controls, and suspicious files and web activity are blocked or flagged. When a potential compromise is detected, it is treated as a security incident: IT Support triages alerts, isolates affected devices/accounts, preserves logs and evidence, and escalates to the Information Security Officer. Containment and remediation actions are tracked to closure. We respond to high-severity alerts within 24 hours.
• Incident management type: Supplier-defined controls
• Incident management approach: Lateral Technology operates an Incident Response Plan with predefined playbooks for events including malware, phishing, device loss, unauthorized access, data exposure, and denial of service. Users report suspected incidents to IT Support or the Information Security lead; if systems are unavailable, incidents escalate to the CTO/CISO. For medium severity or higher incidents, notification is required within one business hour of discovery. An incident commander is assigned, containment and investigation actions are tracked, and required notifications are made (affected clients and, where applicable, the UK ICO). We provide written updates and a formal Final Findings Report once closure criteria are met.
• 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: Yes
• Connected networks: Other
• Other public sector networks:
  • Civica Revenues and Benefits
  • Northgate Revenue and Benefits
  • Si-dem Parking
  • SAP
  • CCBC

Pricing

• Discount for educational organisations: Yes
• 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: 10%
• Between £500,001 and £1,000,000: 15%
• Between £1,000,001 and £2,500,000: 20%
• Between £2,500,001 and £5,000,000: 25%
• Over £5,000,001: 30%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Certified Quality Systems Ltd
• ISO/IEC 27001 accreditation date: Sunday 15 June 2025
• What the ISO/IEC 27001 doesn’t cover: Not applicable
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): No
• CSA STAR certification: No
• PCI certification: Yes
• Who accredited the PCI DSS certification: Self-accredited
• PCI DSS accreditation date: Tuesday 2 December 2025
• What the PCI DSS doesn’t cover: Not applicable
• Cyber essentials: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Cyber essentials plus: No
• Cyber Essentials Alternative: 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
    • 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

  ODT

• 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 ian@getlateral.com. Tell them what format you need. It will help if you say what assistive technology you use.