SARAX LIMITED

Imabi Platform

Sarax is an approved reseller for imabi, a safety and wellbeing platform supporting travel, education, and workplace sectors. Features include anonymous reporting, alerts, and location tools. imabi helps meet VAWG, Martyn’s Law, and Ofsted expectations by empowering users to stay safe, informed, and connected during journeys, study, or work.

Features

• Anonymous reporting with StreetSafe and police integration (VAWG)
• Real-time alerts and geo-messaging during incidents (Martyn’s Law)
• Noticeboards for safeguarding campaigns resources
• Location check-ins with contact-sharing
• Admin portal to manage content and alerts
• Dashboards showing trends and hotspot data
• Mobile-first, accessible across all devices
• Web and app access with secure hosting
• Scalable onboarding and support packages
• Situational travel safety platform

Benefits

• Supports early reporting and safer behaviours (VAWG)
• Enables emergency comms and alerts (Martyn’s Law)
• Meets safeguarding expectations in education (Ofsted)
• Builds public confidence and trust
• Encourages safe reporting and sharing
• Quick deployment, no technical setup needed
• Enhances engagement and visibility
• Supports mobile workers and students
• Fully managed by supplier
• Designed for public sector use

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 mark.balaam@sarax.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

743120890437203

Contact

Mark Balaam
07775 930125
mark.balaam@sarax.co.uk

About your service

• Service categories:

  Application Development and Deployment

  Application platforms

  • Model driven application platforms
• Multi cloud support: Yes

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: Existing police systems and legacy employee and student wellbeing systems
• Cloud deployment model: Public cloud
• Service constraints: Live video streaming currently not supported in IOS browser.
• System requirements:
  • Data and GPS enabled smartphone.
  • Internet access / connection.

User support

• Email or online ticketing support: Yes
• Support response times: We operate a priority based approach based on the customer's requirements.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: None or don’t know
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: Yes, at an extra cost
• Web chat support availability: 9 to 5 (UK time), 7 days a week
• Web chat support accessibility standard: None or don’t know
• How the web chat support is accessible: Easy read guides tested with people with learning disabilities, all designs are graded against WCAG.
• Web chat accessibility testing: Easy read guides tested with people with learning disabilities, all designs are graded against WCAG.
• Onsite support: Yes, at extra cost
• Support levels: Tickets are responded to based on the SLA agreed with client. These SLAs reflect the priority of the service being supported. The faster guaranteed response times increase support costs. Some example of agreed support levels are:; ; • Monday to Friday 09:00 until 17:30 excluding Bank Holidays. Only trained & qualified engineer's assist with support issues either remotely or on site.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: Client teams are supported through the migration, typically using a phased approach, to allow ongoing progress review and plan adjustment if material diversions from the plan occur. Migration is monitored, reviewed and adjusted accordingly and then transitioned into IT to successfully manage ongoing operations. We will work in partnership with clients to determine the business needs that drive change and will help identify the optimum information and technology to best meet those needs.; ; Effective change management reduces the potential impact of any change upon the current service and ensures a faster response to implementing agreed changes
• Service documentation: Yes
• Documentation formats:
  • HTML
  • ODF
  • PDF
• End-of-contract data extraction: The end of the contract will have been either scheduled (with a cross over of services between the old and the new providers) or unscheduled due to a termination of the contract, which is provided for within the contract.
• End-of-contract process: The end of the contract will have been either scheduled (with a cross over of services between the old and the new providers) or unscheduled due to a termination of the contract, which is provided for within the contract.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Data can either be stored in the cloud or regularly transferred to a customer on site facility. The customer's data is only temporarily hosted by us, as part of the business as usual process the data will be transferred to the customer's systems, so at the end of the contract no customer data will be stored by us.; ; The end of the contract will have been either scheduled (with a cross over of services between the old and the new providers) or unscheduled due to a termination of the contract, which is provided for within 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 user interface has been optomised for the mobile experience, keeping a simple large interface, minimising the number of buttons and choices for the mobile user.
• Service interface: No
• User support accessibility: None or don’t know
• API: No
• Customisation available: Yes
• Description of customisation: The interface is customisable, with bespoke content and links to exterior information. The look and feel can also be modified to meet the customer's workflow and user experience requirements including co-branding.

Scaling

• Independence of resources: The software uses Amazon Cloud which provides automatic scaling.

Analytics

• Service usage metrics: Yes
• Metrics types: Usage, reliability and uptime.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Reseller providing extra features and support
• Organisation whose services are being resold: Imabi

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
  • 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: In-house
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: In-house destruction process
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: We provide a reporting interface to allows users to export their data, the data will be exported into PDF and where video data is provided into an MP4 file.
• Data export formats: Other
• Other data export formats:
  • PDF
  • MP4 for video
• Data import formats: Other
• Other data import formats: User defined

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: Our monthly uptime percentage can be calculated using the following formula:; (User minutes - Downtime) / User minutes x 100.; If the uptime of the service falls below 99% in a month the following service credits will apply:; <99% 10% service credit; <95% 25% service credit; <90% 50% service credit; ; Our availability levels are assessed and agree with customers on a tailored basis
• Approach to resilience: Our service is hosted within Amazon Cloud data centres; ; We actively monitor the availability of the service and can respond to service disruption as appropriate to individual customers..; ; We are able to tailor the resilience architecture to match the requirements or our customers.
• Outage reporting: In the event of a service outage, we will notify the customer via an email to a nominated address.; ; Should a client require a different notification mechanism, we will work with them to find an appropriate solution.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
  • Other
• Other user authentication: Some areas have no authentication for free version general public
• Access restrictions in management interfaces and support channels: Management interfaces are restricted to management user credentials.
• Access restriction testing frequency: Less than once a year
• Management access authentication: 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: User-defined
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: User-defined
• How long system logs are stored for: User-defined

Security governance

• Named board-level person responsible for service security: No
• Security governance certified: No
• Security governance approach: Sarax implements formal, documented policies and procedures that provide guidance for operations and information security. Policies address purpose, scope, roles, responsibilities and management commitment.; ; Employees maintain policies in a centralised and accessible location. Line managers in association with our security team are responsible for familiarising employees with security policies.; ; We are working to establish governance processes and policies in line with the CSA CSM 3.0.1 cloud controls matrix. Our goal is the reach CSA STAR level 1 within the next 24 months.
• Information security policies and processes: Sarax implements formal, documented policies and procedures that provide guidance for operations and information security. Policies address purpose, scope, roles, responsibilities and management commitment.; ; Employees maintain policies in a centralised and accessible location. Line managers in association with our security team are responsible for familiarising employees with security policies.; ; The output of internal security reviews include any decisions or actions related to:; ; • Improvement of the effectiveness of the ISMS.; • Update of the risk assessment and treatment plan.; • Modification of procedures and controls that affect information security to respond to internal or external events that may impact the ISMS.; • Resource needs.; • Improvement in how the effectiveness of controls is measured.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: We maintain a register of service components, software libraries and APIs. This register is used in conjunction with our system architecture documentation to understand the security impact of each component.; ; Where the suppliers of these services issue updates, we review the release notes to understand the security implications of the changes.; ; Following any changes or updates the system will be subject to our test process in a non-live environment prior to the live environment being updated.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: We run a monthly vulnerability scan against our service, using an automatic vulnerability scanner. This scanner assesses and categorises the potential vulnerabilities.; ; We prioritise the vulnerabilities in line with the guidelines published on the NCSC website.; ; Depending on the severity of the vulnerability we will aim to provide a patch as soon as a fix is available, and has been tested against our test process. This is integrated with our change control policy.; ; Our VAS scanner is regularly updated with the latest vulnerabilities. We also monitor technical news for information.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We maintain an audit log of all connections to our service. This log is regularly analysed to identify suspicious activity.; ; The frequency of the analysis will be agreed with the client, along with criteria to asses suspicious activity.; ; Once an incident has been identified, we will identify the severity and impact. This will then be managed via our incident management processes.
• Incident management type: Supplier-defined controls
• Incident management approach: We are in the process of developing our incident management processes to conform to the requirements in the CSA CCM 3.0.1.; ; Users can report incidents by email to our support team.; ; Where an incident has been reported, we will retrieve the relevant logs including from the service and OS to assist with the investigation.; ; We provide incident reports via email, including the outcome of our investigation and supporting evidence such as logs.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Conforms to a recognised standard, but self-assessed

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: 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: 5%
• Between £1,000,001 and £2,500,000: 7%
• Between £2,500,001 and £5,000,000: 12%
• Over £5,000,001: 15%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 685b5c8c-fb25-4112-9437-410f3a0f872e
• Cyber essentials plus: No
• Cyber Essentials Alternative: None of the criteria
• 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
    • 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
    • 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
    • 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

  • 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

  • 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
    • 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
    • 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
    • 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
    • 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
    • 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 mark.balaam@sarax.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.