AXLR8.COM LIMITED

AXLR8 ATS, vetting, staff deployment with Lone Worker Welfare and Cautions List

AXLR8 Staff Operations with Vetting (BS7858) and ATS
Ensures vetted staff
Staff deployment, rotas and attendance mangement
Lone worker care
Easy to use.
Extensive features
Increases Productivity.
Officers work as a team and compliance is assured.
Flexible Reporting.
Secure.

Features

• Applicant Tracking System with Job Board
• Automated Messaging
• Right to work checks. BS 7858 Vetting
• Reporting and KPIs and audit trail
• Document and auto email storage and secure sharing
• Staff / Subcontractor portals
• Lone Worker Welfare checks
• e-Learning and qualifications/ tests
• Cautions List
• Extensive flexible customisation without programming

Benefits

• Hire best staff
• Check staff comply with entry standards
• Develop staff for better outcomes and safety
• Performance information shows best practice and areas for improvement
• Deploy staff according to skills availability and other intelligent parameters
• auto compliance alerts for expiry: work rights, DBS, licences, etc.
• Saves time setting regular rotas and tactical changes
• automates multiple alerts, confirmations and attendance checks
• Keep Staff Safe with automated checks and alerts

• Education pricing available
• Free trial 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 andrew.birrell@axlr8.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

928208800318215

Contact

Andrew D Birrell
01344 776500
andrew.birrell@axlr8.com

About your service

• Service categories:

  Applications

  Enterprise resource management

  Human capital management

  • Core Human Resources Applications
  • Talent Management Applications
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: None that have appeared in 15 years in deployment
• System requirements:
  • Browser
  • ICT set SPF/DKIM (so we can send on your behalf)
  • Web team must link app forms and job board
  • Web team add self-service form links
  • ICT to provide allowed external IPs for support
  • ICT to set some mail rules up for MessageStore
  • ICT set API use by internal Power BI users

User support

• Email or online ticketing support: Yes
• Support response times: Prompt response within a work hour.; Escallation policy determines resolution time. ; Immediate work to solve for a system outage. ; Bugs (simple), config changes and help with operation probably a few hours typically same day.; Complex bugs or user destroyed data recovery potentially longer working time and queued to start.; An enhancement request might be queued for a subsequent manufaturing release.
• 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, at extra cost
• Support levels: Standard Support as described above. Include email and telephone 9-5 with watsapp support for those who wish to use it.; Yes there is a technical account manager.; Cost options for support would be for paid enhancements.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Onsite and online training; full set up and bespoking at commencement of implementation project
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: Data may extracted using the Reports Admin module at any time.
• End-of-contract process: This is descibed in our ; https://www.axlr8.com/Files/AXLR8_SaaS_Offboarding_Strategy.pdf; ; Executive Summary; The goal is to make sure that on leaving the AXLR8 service for any reason, clients maintain business continuity. Thus, the migration-away plan should minimise risk and upset to the client.; AXLR8 comply with industry standards and best practice to lower client migration risk and remain a trusted partner even after the termination of the AXLR8 SaaS service.; ; The important principle is that the data remains the property of the client and should be readily accessible through out the contract not just upon termination.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Partly admin user manuals; some help text ; user documentation normally the responsibility of the client as the systems will be customised for the client's requirements ( poliies, procedures, sub team responsibilities, etc.).

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Staff/subcontractor aces the app on Android and iOS phones/ tablets for functions such as:; update my details, work availability (days off & hols), confirming shifts and rotas, Geo fenced lone worker attendance and also welfare checks,; Job details and maps; Extensive field survey functionality; Payroll and payroll queries.; ; The customisable (without programming) features of the app include client branding and several thousand menu drop down values, addition and deltion of new fields, vocabulary changes to suit your organisation.; Customisable Cautions List software
• Service interface: No
• User support accessibility: WCAG 2.2 AA
• API: Yes
• What users can and can't do using the API: Read only access for presentation of manangement information (e.g. feeding Fabric - Power BI and other tools); Fully synchronised specialist access for rights to work (e.g. Right Check), door /site access and atttendance (Paxton, etc) one way interviews (e.g. Willo) etc.
• API documentation: Yes
• API documentation formats: PDF
• API sandbox or test environment: No
• Customisation available: Yes
• Description of customisation: As examples:; set up automation rules; hundreds of labels to fit in with vocabulary; screen editing; drop down menus; Reports (choice of fields, filters, clour rules ad much more); user group creation a nd rights allocation; add new fields and validation that can then be used in appplication forms. mail merge documentation, auto messaging, reporting and searching, screen painters); create your own roles and costs; template contracts/ projects and rotas/ shifts for reuse; Too much more than can be listed here.

Scaling

• Independence of resources: Each user has their own independent web service for performance (and security/ privacy).; There are some common Data Centre components which may reach capacity but automatic alerts allow us to deal very promptly with systems that grow to need more resources and to negotiate upgrades with those clients.; In spite of the seasonal variation as well as the growth in functtionality and demands on staffing systems, this is remarkabley rare. ; By comparisoon, it does not happpen in our IRMS systems (over decades of experience).

Analytics

• Service usage metrics: Yes
• Metrics types: Audit trail for transactions including creat, update, delete; Login audit log; Email archival with date-time stamps
• Reporting types:
  • Real-time dashboards
  • Regular reports
  • Reports on request
• 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: 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: 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: Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: In-house destruction process
• Data sanitisation type:
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: CSV files for authorised users with Data Export rights.; There are also APIs for PowerBI or other tools. These contain hyperlinks for attached documents to draw those out as and when required.
• Data export formats: CSV
• Data import formats: CSV

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Other
• Other protection between networks: We provide the SaaS over HTTPS.; From there, there are interfaces to the VPN and internal Sharepoing, Fabric, PowerBI and websites.
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Legacy SSL and TLS (under version 1.2)

Availability and resilience

• Guaranteed availability: In the standard version we offer 99% up time and achieve four nines (fourteen years experience with the present architecture).; If more is required of the system (which many clients use 24/7/365) This can be priced up as an extra.
• Approach to resilience: Available on request in more detail.; https://www.axlr8.com/Files/BusinessContinuityandDisasterRecoveryPolicyV1.3.pdf
• Outage reporting: We would receive an alert that the "automatic healing" processes are working on an event and monitor it. If it looks like manual intervention is required, then the dev ops team begin right away. The client managers in AXLR8 Support would call the relevant clients. In some instances they did not need to be contacted and in others they call us first as there is a specific slow down such as email traffic taking longer than usual.; ; Public web/ social media announcements are only used for something like our telephone or email outage. In our experience this happens once a decade. Examples below.; 1. A lightning strike at our old office took out the telephone system and some other comms equipment. The event happend on a Saturday evening and we obtained second hand equipment immediately from our supplier so that it was fixed by Sunday evening.; 2. Another example where we contacted clients ahead of a planned downtime for a MS Exchange upgrade where weekend support email was diverted to a spare mail box on another service. ; This is all good learning experience and AXLR8 are highly resilient as a result of 33 years of such "surprises" quickly fixed.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: Access rights are granted and revoked by your organisation's Super Users.; Suoer Users can set up new User accounts which hav all rights revoked to start with. Then they can add access rights with a variety of options. ; Only Super Users can do this so the selection of Super Users by your organisation is a senior decision.; Only Super Users may raise tickets or place support calls. Nevertheless, we apply common sense if a user asks a question about their user interface that does not involve security rights or knowledge that could compromise the system.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Dedicated link (for example VPN)
  • Username or password

Audit information for users

• Access to user activity audit information: Users have access to real-time audit information
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: Between 1 month and 6 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: No
• Security governance approach: Internal random checks; Also encourage and reward calling issues out and we ach on them; Cyber Essentials plus; Monthly Pen Tests with Crest approved organisation
• Information security policies and processes: Internal random checks; Also encourage and reward calling issues out and we ach on them; Cyber Essentials plus; Monthly Pen Tests with Crest approved organisation
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: * New enhancements and modules are tracked and managed in SVN and security is built in from the ground up.; * The Internal security audits then check from the opposite direction with attempted hacks (well inside the attack surface that a bad actor could reach) and with monthly testing by a Crest accredited security advisor,
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We use N-able SolarWinds for many of our minute to minute checks and are advised about the results of pen tests monthly by our security consultants. ; Security issues are prioritised for reparations according to various risk paramaters including implications of a breach and the distance from the attack surface. Some reparations (thankfully rare) require a longer period of development attention and may be less immediately fixed for resource scheulding reasons.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: N-Able provides reports of a variety of issues which may require action to fix and prevent in future.; We obtain and act upon the results of pen tests monthly by our security consultants. ; ; For potential compromises, investigation begins immediately withwho ever is available. More senior technical staff join promptly subject to work patterns an immediacy and level of risk. ; Fix time depends upon to various risk paramaters including implications of a breach and the distance from the attack surface. ; Some reparations (thankfully rare) require a longer period of development attention and may be less immediately fixed for resource scheulding reasons.
• Incident management type: Undisclosed
• Incident management approach: We have pre-defined proccesses for most events . ; Users email or write to us. We have a support portal but people prefer to call email or, in the last few years, watsapp an individual to alert us and expedite.; The incident is logged immediately in our ticketing system.; INceident reports, notes, progress updates automatically linked emails (ticket reference in the subject line) are all kept in the "Job bag" for that ticket.; General report lists and status reports are available in the support portal but mostly requested by clients over email.
• 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: Yes
• Connected networks: Other
• Other public sector networks:
  • Internal NHS and other government systems
  • Many local authority internal and WAN systems

Pricing

• Discount for educational organisations: Yes
• Free trial available: Yes
• Description of free trial: We are buying businesss in government an so will provide free trials in 2026 but review for 2027.; The system is extensive and most clients may wish to buy into a Businees Requirements Workshop delivering a written specification of requirements and then bespoke a system for them. (£500 plus VAT).

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: 12%
• Between £1,000,001 and £2,500,000: 15%
• Between £2,500,001 and £5,000,000: 15%
• 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: 44147923-75f5-4f67-9ea5-941366b79914
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: Af4b30c8-a335-4fed-b016-3da504870288
• 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 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
    • 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
    • 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
    • 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
    • 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
    • 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 andrew.birrell@axlr8.com. Tell them what format you need. It will help if you say what assistive technology you use.