BETTERPOINTS LIMITED

Behaviour Change Software

BetterPoints drives behaviour change for sustainable transport, climate, and health. Its platform rewards activities like walking, cycling, and recycling, helping them become habits. Used by thousands globally, BetterPoints collects valuable data on CO₂/NO₂ savings, transport habits, population health, alongside personal feedback to support impactful change.

Features

• Real-time reporting
• Activity and journey tracking
• Targeted activity-triggered incentives and rewards
• Automated, targeted push-notifications, in-app messages, emails
• Rewards catalogue and charity donations catalogue
• Point-of-sale redemption of reward vouchers
• Leaderboards
• Responsive goal-setting triggered by user interaction
• Configurable challenges and gamification
• Geofencing

Benefits

• Motivate users to adopt healthier travel behaviours via reward incentives
• Track walking, cycling, and sustainable travel automatically using smartphone sensors
• Engage participants with gamified challenges, leaderboards, and prize draws
• Involve businesses and charities in rewarding behaviour change
• Communicate with users through targeted push-notifications and messages
• Generate real-time behaviour and engagement data via dashboard reporting
• Customise programmes to client needs for transport, health, or sustainability
• Integrate existing systems with BetterPoints via API for seamless workflows
• Measure impact on activity levels and CO₂/ NO₂
• Build richer engagement by linking badges, medals, and team-earning

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 richard.kirk@betterpoints.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

718564707278635

Contact

Richard Kirk
07836 235000
richard.kirk@betterpoints.uk

About the service

• Service categories:
  • Application Development and Deployment
    • Analytics and business intelligence
      • Advanced and predictive analytics
        • Advanced and predictive analytics
      • Location and geospatial data management and analytics
        • Location and geospatial data management and analytics
• Multi cloud support: No

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: Mobility as a Service platforms
• Cloud deployment model: Public cloud
• Service constraints: The user-facing mobile app is available for iOS and Android devices. It is not available for Windows Mobile.; ; The client-facing management portal and dashboards are not currently optimised for mobile.
• System requirements: BetterPoints platform licence

User support

• Email or online ticketing support: Yes
• Support response times: Within 24 hours, Monday to Friday, 09:00 – 17:30 London Time
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: Yes
• Support levels: Support is provided on two levels:; ; Level 1 – For clients direct, the cost of which is inclusive within BetterPoints' programme charges. This support is provided by a BetterPoints Programme Manager. Technical managers are available subject to the nature of the support;; ; Level 2 – For users of the BetterPoints app, the cost of which is included within BetterPoints' programme charges. This support is provided by BetterPoints customer service. Technical and Programme Managers are available subject to the nature of the support required.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Once the programme criteria are agreed, BetterPoints programme managers create a programme prior to launch via the app to the end users. Instructions to end users are through the registration system in-app and via the in-app messaging system.; ; Direct clients are provided with online training to access client data dashboards. In the case of a white label product, online and on-site training can be given to programming the application as required.
• Service documentation: No
• End-of-contract data extraction: App users can contact privacy@BetterPoints.uk for a copy of their data prior to its deletion following account closure. Non-App users (such as client employees) can also contact privacy@BetterPoints.uk. ; ; As BetterPoints does not generally act as data processor, requests must be made by the user not the client.
• End-of-contract process: An evaluation report is produced at the end of each contract, the cost of which is included in the price of the contract.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: Yes
• Compatible operating systems:
  • Android
  • IOS
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The mobile service is the BetterPoints app for use by programme participants. ; ; The desktop service provides the direct client with access to data dashboards.
• Service interface: Yes
• Description of service interface: The mobile app is the service interface for BetterPoints programme participants. ; ; The client service interface is via the browser, for access to data dashboards.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Extensive testing was carried out by an independent web accessibility agency, Web Usability, in March 2025.; ; A representative selection of the BetterPoints app screens was reviewed using the WCAG Evaluation Methodology. ; ; Accessibility will be reviewed annually.
• User support accessibility: WCAG 2.2 AA
• API: No
• Customisation available: Yes
• Description of customisation: Each BetterPoints programme can be customised to client requirements. This can range from simple personalisation within the standard BetterPoints app up to total white label. ; ; BetterPoints actions this customisation in conjunction with clients.

Scaling

• Independence of resources: Web servers are set up as a scale set where the number of instances is managed based on load. A load balancer sits in front of the server instances and manages traffic between the available servers. ; ; White label projects are set up on dedicated servers, separate from the main BetterPoints servers.; ; We are currently working on making our background worker services scalable as well.

Analytics

• Service usage metrics: Yes
• Metrics types: BetterPoints provides clients with dashboard-based metrics showing participation, engagement, behaviour and impact. These include numbers of users, engagement levels, and demographic segmentation where appropriate. The platform tracks activities and behaviours such as walking, cycling, public transport use, journey frequency, duration and routes, enabling analysis of behaviour change over time. Clients can monitor incentives and rewards, including points earned and spent, reward redemptions, challenges completed, badges and leaderboards. Impact metrics include estimated CO₂ and NO2 savings, and health indicators such as calories burned. Reporting tools offer charts, heatmaps, survey results, exports and API access for evaluation and funding evidence.
• Reporting types:
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Supplier type

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: None

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
• 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: Less than once a year
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Encryption of all physical media
• Data sanitisation process: Yes
• Data sanitisation type:
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase
• 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: Clients can extract dashboard data from their programme as text, pdf or images, which is all GDPR-compliant.; ; App users cannot export their data directly, but can request it as required by law.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • Png
  • Svg
  • Pdf
  • Jpg
• Data import formats: CSV

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • TLS (version 1.2 or above)
  • Other
• Other protection between networks: We don't currently connect these networks other than through our web portal, which is running on HTTPS using TLS 1.3.
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • Other
• Other protection within supplier network: TLS plus encrypted data connections, and data is stored encrypted at rest.

Availability and resilience

• Guaranteed availability: We guarantee a minimum service availability of 99.5% uptime, inclusive of scheduled maintenance and upgrades. This level of availability enables clients to run programmes reliably while allowing for essential system improvements.; ; The service is supported during standard business hours, 9:00am–5:30pm GMT, Monday to Friday, excluding UK public holidays. Support requests must be logged via the BetterPoints Service Desk. Requests submitted through this channel are guaranteed a response within 24 hours for client requests and 48 hours for end-user requests, with responses often provided within a few hours. Issues are prioritised according to severity, from fatal service outages to minor defects, and we aim to resolve higher-severity issues as quickly as possible.; ; While we cannot guarantee fixed resolution times due to the variable nature of incidents, we make best efforts to restore service promptly and provide regular progress updates. Planned maintenance is communicated in advance and accounted for within the uptime guarantee. The platform is hosted on Microsoft Azure, enabling resilient infrastructure and minimal downtime during upgrades.; ; No service credits or financial refunds are currently offered if availability falls below the guaranteed level; however, incidents are reviewed collaboratively with clients to prevent recurrence.
• Approach to resilience: The datacentre is operated by Microsoft Azure and resilience is covered by their standard processes.
• Outage reporting: The service uses Microsoft Azure’s built-in monitoring and alerting capabilities. Azure continuously monitors platform availability and performance and generates automated email alerts to the technical team as soon as an outage or service degradation is detected.; ; On receipt of an alert, the technical team assesses the issue and immediately informs the programme delivery team. The programme team evaluates the severity of the incident, its likely duration, and the potential impact on the client’s service or programme delivery.; ; Where an outage or performance issue may affect a client’s use of the service, the client is notified promptly by email. Communications are proportionate to the severity and impact of the incident and include clear information on the nature of the issue, expected impact, and any mitigating actions being taken. Further updates are provided as appropriate until the issue is resolved.; ; The service does not currently provide a public status dashboard or a customer-facing API for outage reporting. All incident communications are managed directly to ensure clarity, relevance and timeliness for each client.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
  • Other
• Other user authentication: The BetterPoints app uses username and password to get a bearer token that is used in the API authentication process.
• Access restrictions in management interfaces and support channels: Access restrictions are role and permission based. Roles and permissions are determined by user need and managed by the head of IT.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password

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: No
• Security governance certified: Yes
• Security governance standards:
  • ISO/IEC 27001
  • Other
• Other security governance standards: Cyber Essentials and Cyber Essentials Plus.
• Information security policies and processes: Information security policies and processes are covered within BetterPoints' ISO 27001 accreditation (certificate number 26009). Within this standard are ongoing policies to ensure maintenance and improvement, and annual assessment by the accreditation body, Alcumus ISOQAR.

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: We take an agile approach to change management. Changes are identified, specified and agreed between the technical team and the project team and reviewed regularly during a service's lifecycle. Change are assessed for security impact, cost impact and system impact.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Any vulnerabilities relating to hardware, server operating systems and related software (SQL Server etc) are covered under Microsoft Azure's internal processes. ; ; Vulnerabilities relating to the application are managed internally with patches deployed as soon as is practicable following identification of the threat.; ; Threats are identified by notifications from the software supplier, along with standard CVE information.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Protective monitoring is covered by Microsoft Azure's internal processes.
• Incident management type: Supplier-defined controls
• Post-quantum cryptography secure: No
• Incident management approach: We have pre-defined processes in-built within the ISO27001 Information Security Incident Management Procedure.; ; How users report incidents – clients report directly through their programme managers. App users can contact BetterPoints through the ‘contact us/bug report’ function within the app.; ; Incidents are reported within the information security incident process of ISO 27001 through the internal Monday board. Serious incidents e.g. Microsoft outage – all white label clients notified within one hour and direct standard programmes cascade through programme managers. App users notified when there are major instances/releases through the app messaging function.

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: 1%
• Between £500,001 and £1,000,000: 1%
• Between £1,000,001 and £2,500,000: 1%
• Between £2,500,001 and £5,000,000: 1%
• Over £5,000,001: 1%

Standards and certifications

• ISO/IEC 27001 certification: Yes
• ISO/IEC 27001 accredited by: ISOQAR
• ISO/IEC 27001 accreditation date: Tuesday 21 October 2025
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• ISO 9001 certification accredited by: ISOQAR
• ISO 9001 accreditation date: Tuesday 21 October 2025
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Cyber Essentials Certificate Number: A5e1b950-1d66-4e89-a18f-4497ad47fdb7
• Cyber essentials plus: Yes
• Cyber Essentials Plus Certificate Number: Cfe12e5d-bf3d-4142-9317-a2cff50c0775
• Other security certifications: Yes
• Any other security certifications: ISO 22301 – accredited by ISOQAR 21/10/2025

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
  • 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
  • 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 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

  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

  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

  • 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
  • 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
• 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

  • 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
  • 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
  • Understanding of issues relating to entering the contract workforce
• 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
  • 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

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 richard.kirk@betterpoints.uk. Tell them what format you need. It will help if you say what assistive technology you use.