RENAISSANCE COMPUTER SERVICES LTD

3CX Phone System

3CX is a software-based, open standards VoIP PBX that allows businesses to manage phone calls, video, messaging, and omnichannel communication through a unified communications platform. It is deployed in Renaissance’s cloud hosting platform, offering flexibility for organizations of all sizes.

Features

• Unified Communications Suite
• VoIP/SIP-Based PBX
• Advanced Call Management
• Mobility for Remote Work
• CRM & Productivity Integrations
• Scalability
• Call recording and AI transcription

Benefits

• Streamlining communication through a unified platform
• Supporting remote/hybrid work with strong mobility tools
• Optional AI-enabled features where supported by the 3CX platform
• Enhancing customer service with call center features
• Simplifying workflows through full CRM/M365/Workspace integrations
• Reducing downtime with user-friendly management tools
• Cutting communication costs significantly

• 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 sales@renaissance.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

969711788285472

Contact

Viral Rabadia
01923690700
sales@renaissance.co.uk

About your service

• Service categories:

  Applications

  Collaborative

  • Team collaboration

  Conferencing and virtual event

  • Web Conferencing Applications
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: Compatible equipment required e.g Handsets, mobile devices
• System requirements:
  • Softphone – Windows 11
  • Mobile App – Android 13 or above, iOS18 or above

User support

• Email or online ticketing support: Yes
• Support response times: Telephone Support (immediately) – Monday to Friday 8am to 5pm; Email – Within 60 minutes of ticket being logged
• 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: No
• Onsite support: Yes, at extra cost
• Support levels: Renaissance provides structured, priority-based remote support for the 3CX service, with optional onsite support available at additional cost.; ; Standard Support (included):; Remote support via phone, email, and ticketing system during core business hours (Monday to Friday, 08:00–17:30 UK, excluding public holidays). Incidents are prioritised by business impact and urgency. This level covers fault diagnosis, configuration support, user assistance, and service requests related to the 3CX platform.; ; Enhanced Support (additional cost):; Enhanced support packages are available and may include extended support hours, faster response targets, proactive service monitoring, and scheduled service reviews. Pricing is agreed at call-off and is based on service scope, user volumes, and operational requirements.; ; Onsite Support (additional cost):; Onsite support is provided where required for activities such as installations, migrations, major changes, or fault resolution that cannot be completed remotely. Onsite services are charged on a time and materials basis or as a fixed price, as agreed in advance.; ; Account Management:; A named Technical Account Manager or lead support engineer can be provided as part of enhanced support arrangements to act as a primary point of contact, coordinate escalations, and oversee service delivery.
• Support available to third parties: No

Onboarding and offboarding

• Getting started: Remote/Onsite Training
• Service documentation: No
• End-of-contract data extraction: No data held within our systems
• End-of-contract process: At contract end, the service can be terminated, extended, or migrated by agreement. Configuration data is retained or removed in line with agreed exit procedures.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: Yes
• Compatible operating systems:
  • Android
  • IOS
  • Linux or Unix
  • MacOS
  • Windows
  • ChromeOS
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Mobile clients provide core calling, messaging, and presence features. Administrative functions and advanced configuration are available via desktop or web interfaces.
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: The service interface for the 3CX solution consists of secure, role-based access to the 3CX user and administrator interfaces, provided by the 3CX platform. End users can access standard telephony functions such as call handling, voicemail, presence, and softphone features through supported desktop, web, and mobile clients. Administrative access to system configuration, integrations, and infrastructure settings is restricted and managed by Renaissance as part of the managed service. Customers interact with Renaissance for service changes, support requests, and operational management via agreed support channels rather than directly managing the underlying platform infrastructure.
• Accessibility standards: None or don’t know
• Description of accessibility: Service is accessible via a web browser, softphone application on PC or Telephone Handset.
• Accessibility testing: None
• API: No
• Customisation available: Yes
• Description of customisation: Auto-attendant, Call Routing and Handling, Voicemail, Call Diversions, Handset Display Branding

Scaling

• Independence of resources: User demand is controlled through logical separation, capacity planning, and active service management. ; ; Each customer’s 3CX service is deployed with defined resource allocations and configuration boundaries appropriate to the agreed architecture. ; ; Where shared infrastructure is used, resources are segmented and governed to prevent cross-customer contention, with continuous monitoring of performance and utilisation. ; ; Renaissance proactively manages capacity, applies performance thresholds, and scales resources or adjusts configurations as required to maintain service quality. ; ; Service levels are monitored to ensure one customer’s usage does not adversely impact another, and any required changes are managed through controlled operational processes.

Analytics

• Service usage metrics: Yes
• Metrics types: Incoming and Outgoing Calls; Call duration
• Reporting types: Real-time dashboards
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Reseller providing extra features and support
• Organisation whose services are being resold: 3CX, Spitfire Network Services

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Baseline Personnel Security Standard (BPSS)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: No
• Datacentre security standards: Managed by a third party
• Penetration testing frequency: At least once a year
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest:
  • Physical access control, complying with another standard
  • Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Not applicable
• Data export formats: Other
• Other data export formats: Not applicable
• Data import formats: Other
• Other data import formats: Not applicable

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: Guaranteed Availability & Service Level Agreements
• Approach to resilience: Hosted by Partner in Secure Redundant Data Centre
• Outage reporting: Email alerts

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
• Access restrictions in management interfaces and support channels: Locked down to known IPs and Access Level Privileges
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
  • Other
• Description of management access authentication: IP Access List

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 1 month and 6 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 1 month and 6 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: No
• Security governance approach: Security governance is embedded within our organisational policies, operational processes, and management oversight. We align with the principles of the Software Security Code of Practice, ensuring security is considered throughout service design, delivery, and operation. Governance is maintained through documented security policies, defined roles and responsibilities, and management accountability. Security risks are identified and assessed, with proportionate technical and organisational controls implemented and reviewed regularly. Staff receive ongoing security awareness training, and access to systems is controlled using role-based access and least-privilege principles. Security incidents are managed through defined processes, with continuous improvement applied.
• Information security policies and processes: Our organisation operates an information security management approach aligned to recognised best-practice standards such as ISO/IEC 27001, proportionate to the size, nature, and risk profile of the services delivered. Documented policies and procedures are in place covering access control, data protection, asset management, incident management, change management, supplier management, and business continuity. Overall accountability for information security sits at senior management level, with operational responsibility delegated to designated technical and service delivery leads. Security responsibilities are defined through role descriptions and supported by role-based access controls, least-privilege principles, and segregation of duties. Policies are embedded into service delivery processes and enforced through technical controls, standard operating procedures, and change control. Compliance is supported through staff induction, ongoing security awareness training, and clear reporting routes for suspected or actual security incidents. Security incidents are logged, investigated, and remediated in line with documented incident management procedures, with escalation to management where required. Policies and controls are reviewed periodically as part of service governance, risk assessment, and continuous improvement activities to ensure they remain effective and appropriate.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Our organisation operates supplier-defined configuration and change management controls aligned to recognised best-practice frameworks, proportionate to the services delivered. Changes are managed through a documented change process covering request submission, impact assessment, approval, implementation, and post-change review. Configuration baselines are maintained for infrastructure and services, with changes logged and traceable. Risk and service impact are assessed prior to implementation, and changes affecting availability or security are subject to formal approval. Where appropriate, changes are scheduled to minimise operational impact and include rollback procedures. All changes are recorded within service management tooling, providing auditability and supporting incident investigation and continuous improvement.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We operate a supplier-defined vulnerability management process aligned to industry best practice. Potential threats are assessed through regular vulnerability scanning, vendor security advisories, and threat intelligence feeds from trusted sources such as software vendors, security bulletins, and NCSC guidance. Identified vulnerabilities are risk-assessed based on severity, exposure, and service impact. Patching and remediation are prioritised accordingly, with critical security updates deployed as soon as practicable and in line with change management controls. Vulnerability findings are tracked through to resolution, and remediation activity is reviewed to support continual improvement and reduce future risk.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Protective monitoring is delivered using a combination of platform logging, security alerts, and operational monitoring tools. Potential compromises are identified through review of system logs, security events, performance anomalies, and alerts generated by infrastructure and application platforms. When a potential compromise is detected, incidents are triaged to assess severity, scope, and impact. Confirmed security incidents are escalated in line with incident management procedures and containment actions are taken where required. Response times are aligned to incident priority, with critical security incidents responded to immediately during service hours and escalated out of hours where necessary.
• Incident management type: Supplier-defined controls
• Incident management approach: We operate a supplier-defined incident management process with pre-defined procedures for common events such as service outages, security incidents, and performance degradation. Users report incidents via email or an online ticketing system, with incidents categorised and prioritised based on impact and urgency. Response and resolution targets align to agreed service levels. Customers are kept informed through regular updates during an incident. Following resolution, incident reports can be provided on request, including a summary of cause, actions taken, and any recommended preventative measures.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Supplier-defined process

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: 5%
• Between £500,001 and £1,000,000: 10%
• Between £1,000,001 and £2,500,000: 15%
• Between £2,500,001 and £5,000,000: 20%
• Over £5,000,001: 25%

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: 184188d4-2fed-462b-8f3e-e26cc27ca9cf
• Cyber essentials plus: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

    • New 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
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • 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
    • 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
    • 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

  • 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.

    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • 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

    • 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
    • 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

  • 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.

    • 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
    • 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
    • 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
    • Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
    • 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

  • 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.

    • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery

  • 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

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 sales@renaissance.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.