KICK ICT GROUP LIMITED

Cyber Security Services

KickSecure Cyber Security Services provide a comprehensive managed security portfolio designed to protect organisations from modern digital threats. Delivered by Kick ICT’s dedicated cyber team, KickSecure combines proactive monitoring, layered security controls, and specialist consultancy to improve resilience and reduce risk across users, endpoints, networks, and cloud services.

Features

• Collaborative digital transformation roadmap
• Over 300 years combined experience across our managed IT team
• Options for 24/7 x 365 support
• Managed cloud services with private, public and hybrid hosting solution
• Cloud based disaster recovery planning and solutions
• Proactive, remote monitoring of your IT environment
• Threat protection with antivirus and ransomware solutions
• Maximum security/uptime within our state-of-the-art datacentre
• Microsoft Modern Workplace led digital transformation
• Extensive knowledge across the Office 365 landscape

Benefits

• Manageable, consistent cost model
• Transparent SLAs to manage expectations and buld trust
• Confidence from having a modern, compliant, secure and robust environment
• Peace of mind with proactive, accessible and experienced support team
• Assurance from accessing modern technology solutions
• Improved team working with collaboration tools
• Bolster efficiency with more productive employees

• Education pricing available

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 marketing@kickict.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

773180233103383

Contact

Natalie Davidson
01698844600
marketing@kickict.co.uk

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:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: There are no material constraints beyond standard service prerequisites. The service requires appropriate customer contacts, access approvals, and connectivity to any agreed platforms or data sources needed to deliver the service. Service effectiveness may be impacted where required telemetry, access, integrations, or licences are not available, or where customer change control or third-party dependencies delay implementation or remediation. Any planned maintenance or service changes are communicated in advance where practicable, and delivery is subject to the agreed scope, assumptions, and any customer or supplier dependencies documented in the statement of work.
• System requirements: N/A

User support

• Email or online ticketing support: Yes
• Support response times: Support cases are prioritised to ensure appropriate response based on impact and urgency. Low priority cases receive a 4-hour response. Normal priority cases receive a 2-hour response. High priority cases receive a 1-hour response. Urgent priority cases receive a 30-minute response.
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: No
• Onsite support: Yes
• Support levels: Support is included as part of the service and is delivered through a structured support model using first-line, second-line and third-line engineers to ensure efficient triage, escalation and resolution. All support costs associated with operating and maintaining the service are included within the service price, with no separate charges for standard ticket handling or escalation. Each customer is assigned a Technical Account Manager who provides a consistent point of contact for governance, service reviews, coordination of technical activities, and escalation management where required.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: On commencement, a technical account manager is assigned and an onboarding specialist coordinates mobilisation. This includes a short discovery to confirm scope, contacts, service hours, and success criteria, plus collection and validation of key information such as user lists, asset inventories, licences, configuration details, access credentials (handled securely), and any third-party supplier contacts. Where an incumbent provider exists, we can support transition activities and obtain required handover information, subject to customer approval. Users are provided with a service guide, contact routes, and (where applicable) portal access.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: Onboarding and offboarding documentation is made available to authorised customer users via agreed channels such as a customer portal, secure shared workspace, or email distribution, and can be provided in accessible formats on request. During service delivery we maintain runbooks and operational documentation covering service scope, contacts, escalation routes, asset and configuration records, standard procedures, and any agreed service-specific instructions. On exit, we provide an orderly handover pack to the customer and/or incoming supplier, subject to approval, including relevant runbooks and current configuration details. Credentials and other sensitive information are never shared in plain text and are transferred using secure methods such as encrypted files, password vault transfer, or customer-approved secure channels, with access restricted to named recipients.
• End-of-contract process: Onboarding and offboarding documentation is made available to authorised customer users via agreed channels such as a customer portal, secure shared workspace, or email distribution, and can be provided in accessible formats on request. During service delivery we maintain runbooks and operational documentation covering service scope, contacts, escalation routes, asset and configuration records, standard procedures, and any agreed service-specific instructions. On exit, we provide an orderly handover pack to the customer and/or incoming supplier, subject to approval, including relevant runbooks and current configuration details. Credentials and other sensitive information are never shared in plain text and are transferred using secure methods such as encrypted files, password vault transfer, or customer-approved secure channels, with access restricted to named recipients.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Onboarding and offboarding documentation is made available to authorised customer users via agreed channels such as a customer portal, secure shared workspace, or email distribution, and can be provided in accessible formats on request. During service delivery we maintain runbooks and operational documentation covering service scope, contacts, escalation routes, asset and configuration records, standard procedures, and any agreed service-specific instructions. On exit, we provide an orderly handover pack to the customer and/or incoming supplier, subject to approval, including relevant runbooks and current configuration details. Credentials and other sensitive information are never shared in plain text and are transferred using secure methods such as encrypted files, password vault transfer, or customer-approved secure channels, with access restricted to named recipients.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: The service provides a customer-facing web portal for logging and tracking service requests, viewing status updates, and accessing relevant communications and notes. Support analysts and service delivery teams use a Dynamics 365 case management system to triage, prioritise and manage cases through to closure, including assignment, workflow, escalations and audit history. Customers can submit requests with supporting detail (for example, attachments where enabled), receive notifications and updates, and view current and historic cases subject to their permissions. Access is role-based and controlled through user authentication and authorisation.
• Accessibility standards: None or don’t know
• Description of accessibility: Authorised users access the service through a secure, browser-based interface with role-based permissions. Users can view relevant service information, enter or update required details, and perform permitted actions within the service scope. Users cannot access other customers’ information, change configuration outside their assigned role, or perform administrative actions without appropriate permissions and approvals.
• Accessibility testing: Kick has not completed formal accessibility testing with users of assistive technology for this service interface. Accessibility considerations and user feedback can be captured during onboarding and ongoing service reviews, and any reasonable adjustments can be agreed and implemented where practical.
• API: No
• Customisation available: No

Scaling

• Independence of resources: Systems & personnel are scaled to accomodate active workloads to ensure that service standards are maintained

Analytics

• Service usage metrics: Yes
• Metrics types: Service usage metrics typically include incident and request volumes (tickets opened/closed), ticket backlog, ageing and mean time to respond/resolve, and SLA performance by priority (for example, response and resolution compliance). We can report on ticket categorisation (incident/service request/change), priority distribution.
• Reporting types: Regular reports
• Resource tagging: Yes
• 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
  • European Economic Area (EEA)
• 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: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest:
  • Physical access control, complying with another standard
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type:
  • Data Erasure
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Data export is typically provided as part of the service exit process. Where the service includes customer-facing portals or reporting dashboards, customers are provided with access during onboarding and can download available reports and service information subject to role-based permissions. On request at contract end, we can provide an export of customer-specific service information and reports held for the service in commonly used formats, subject to agreement and any applicable retention or legal requirements.
• Data export formats: Other
• Other data export formats: Dependent on portal
• Data import formats: Other
• Other data import formats: Dependent on Portal

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: Not applicable
• Approach to resilience: This service utilised 3rd party SaaS platforms and it not reliant on private datacentres
• Outage reporting: Not Applicable

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: Access to management interfaces and support channels is restricted using role-based access control (RBAC) and the principle of least privilege. Access is granted only to authorised staff, approved by management, and removed promptly when no longer required. Administrative access is protected with MFA and strong password policies, with logging and audit trails enabled. Remote access is restricted via secure VPN/conditional access and device compliance where applicable. Customer support requests are accepted through approved channels (portal, email, telephone) and validated against authorised contacts. Data is protected in transit using encryption (TLS) and sensitive information is handled in line with documented procedures.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • 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: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: Kick has ISO 27001 and Cyber Essentials plus certifications. This is headed up by our Head of Information Security.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: ÍConfiguration items (CIs) and service components are recorded and maintained in a configuration management database or equivalent asset register, with lifecycle status, ownership, versioning and key dependencies captured and updated through delivery and support. Changes are managed using ITIL-aligned practices, with each change logged, categorised (standard/normal/emergency), risk assessed, and approved at the appropriate level. Security impact is assessed as part of change evaluation, including confidentiality, integrity, availability, access control, data handling and regulatory considerations. A Change Advisory Board (CAB) reviews and authorises higher-risk or customer-impacting changes, with implementation, validation and back-out plans documented.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We assess threats through continuous monitoring, vulnerability scanning and review of configuration baselines against recognised standards (including CIS Benchmarks). We use a range of industry tools to support scanning, prioritisation and patch deployment, with remediation based on risk and business impact. For our internal systems we track multiple security threat sources (for example vendor advisories, vulnerability databases and relevant security community alerts) to identify emerging issues. Our dedicated cybersecurity division, led by a Head of Information Security and supported by a Lead Cybersecurity Consultant, oversees governance, escalation and assurance, including verification of patch outcomes.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: The service uses supplier-defined protective monitoring controls aligned to the intent of NCSC Cloud Security Principle 5. Monitoring is applied where it is within our operational control and, where relevant, through agreed monitoring capabilities provided by third-party platforms or services. Security-relevant activity may be logged and reviewed using a combination of automated tools and manual processes, proportionate to risk and service scope. Potential security events are assessed and managed through established incident management processes, with escalation and coordination involving third parties where required. Monitoring arrangements are reviewed periodically to reflect changes in risk, service design or dependencies.
• Incident management type: Supplier-defined controls
• Incident management approach: We use a case management system to manage incidents. Users can log incidents via telephone, the customer portal, or email. Tickets are triaged, prioritised and assigned to support pods containing first-, second- and third-line engineers, with escalation to senior engineers as required. Team Leaders and Heads of Department provide oversight, ensuring timely updates and appropriate technical governance. We use predefined processes/runbooks for common events and maintain clear communication throughout the incident lifecycle. Following an incident, we produce a post-incident report outlining root cause, remediation, preventative actions and any customer recommendations, which is shared with relevant internal stakeholders and the customer.
• 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: 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: 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: British Assessment Bureau Ltd
• ISO/IEC 27001 accreditation date: Monday 16 June 2025
• What the ISO/IEC 27001 doesn’t cover: A.8.30 Outsourced Developed - not included because we don't outsource development.
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): No
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: A81b79e3-9441-4b45-9da3-2380b6d7bf48
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: B773d609-b241-428a-8b20-d38f37c13a1f
• Other security certifications: Yes
• Any other security certifications:
  • CISSP
  • Microsoft Accreditations

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
    • 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
    • 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
    • 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
    • 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

  • 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

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