Ardanis, Part of Plain Concepts

Aileen – AI Orchestration for Enterprise Operations

Aileen is an AI-powered orchestration solution that helps enterprises automate, coordinate, and manage complex workflows. It unifies systems, automates tasks, and delivers actionable insights to improve decision-making, reduce errors, and drive measurable business value. Built on a secure, cloud-native architecture, Aileen ensures operational transparency, compliance, and scalable enterprise operations.

Features

• AI orchestration across people, systems, and enterprise data.
• Highly configurable workflows tailored to organisational processes.
• Intelligent automation of routine and complex enterprise workflows.
• LLM-powered capabilities using RAG, sentiment analysis, and language translation.
• Integration with CRMs, ERPs, and third-party enterprise systems.
• Real-time workflow monitoring with operational transparency.
• Fully auditable system with comprehensive activity logging.
• Enterprise-grade security with GDPR-aligned compliance controls.
• Cloud-native solution supporting multiple environments.
• Scalable deployment from department-level to enterprise-wide use.

Benefits

• Unlocks value from complex and legacy enterprise systems.
• Automates cross-system workflows without manual intervention.
• Enables faster, AI-guided operational decisions.
• Reduces operational risk through consistent, auditable execution.
• Creates transparency across processes, teams, and data flows.
• Integrates new and existing systems without major rework.
• Scales orchestration from single teams to enterprise-wide use.
• Supports measurable cost savings and operational return on investment.
• Adapts workflows quickly to changing business or regulatory needs.
• Improves service reliability across complex enterprise operations.

• 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@ardanis.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

111289834279524

Contact

Yvonne Nevin
+353876930937
sales@ardanis.com

About your service

• Service categories:

  Application Development and Deployment

  AI platforms

  AI software services

  • Generative AI Software Services
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Private cloud
  • Hybrid cloud
• Service constraints: None
• System requirements: Doesnt apply

User support

• Email or online ticketing support: Yes
• Support response times: 99% of queries responded to within 30 minutes, weekend support by agreement.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: None or don’t know
• Phone support: No
• Web chat support: No
• Onsite support: Yes
• Support levels: Support Levels: Level 1 (L1), Level 2 (L2), Level 3 (L3): adaptable to customer requirements. ; Email Support: 99% of queries responded to within 30 minutes; weekend support by agreement. ; Support Costs: Depend on the deployed solution; typically, 10 – 15%. ; Roles Provided: Technical Account Manager and Cloud Support Engineers available, depending on scope of project.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: This is a back-office tool and not user-facing. Users do not require training and only interact with the configured workflows via the API; the workflow creation tool is not directly accessible.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
  • Other
• Other documentation formats: GitHub
• End-of-contract data extraction: This is a back-office tool and does not store user data. At the end of the contract, any customer-owned configuration can be exported and securely deleted according to the agreed offboarding process. Historical API interactions are retained as per client requirements, and any data stored outside the client environment can be exported back or deleted as instructed.
• End-of-contract process: At contract end, configuration data is returned to the client, and any offboarding support is provided according to the contract.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Accessible through html, pdf and other applications, for example Github.

Using the service

• Web browser interface: No
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: None or don’t know
• API: Yes
• What users can and can't do using the API: The service provides a single API endpoint that allows users to send and receive information to access configured workflows. Users can interact with the endpoint or stream and wrap their own applications around it.
• API documentation: Yes
• API documentation formats:
  • HTML
  • PDF
  • Other
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Users can customise their service by engaging our team to build tailored workflows. Users access these workflows via the API provided.

Scaling

• Independence of resources: The service runs on a cloud-based architecture with scaling to ensure operations remain independent and unaffected by other users’ demand.

Analytics

• Service usage metrics: Yes
• Metrics types: The dashboard displays information including number of queries, workflow duration, and detailed AI input/output for accuracy and error reporting. All workflow activity is logged and visible for review.
• Reporting types:
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• 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
  • European Economic Area (EEA)
  • Other locations
• User control over data storage and processing locations: Yes
• Datacentre security standards: Supplier-defined controls
• Penetration testing frequency: Never
• Protecting data at rest: Other
• Other data at rest protection approach: No customer data is stored at rest in the service. All stored in customer cloud environment.
• Data sanitisation process: No
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001

Data importing and exporting

• Data export approach: This service does not handle user data, so there is no functionality for data import or export. A request is made and any historical data on api usage can be exported.
• Data export formats: Other
• Other data export formats: User data cannot be exported
• Data import formats: Other
• Other data import formats: User data cannot be exported

Data-in-transit protection

• Data protection between buyer and supplier networks: Other
• Other protection between networks: On the client network only on private enterprise network. For example, AWS or Azure hosted by the customer.
• Data protection within supplier network: Other
• Other protection within supplier network: Other – all instances of product is deployed within customer cloud networks and subject to the same security.

Availability and resilience

• Guaranteed availability: SLAs are contained in the support and maintenance appendix of the agreed contract. Availability as required is on an agreed case-by-case basis, usually 99.99%.
• Approach to resilience: The service is cloud-based and can be deployed to cloud environments such as AWS or Azure. Resilience is achieved by leveraging the cloud provider’s capabilities to create redundancy and maintain service availability. Specific resilience configurations are flexible and can be tailored based on customer requirements.
• Outage reporting: Our service reports outages for workflows or the system itself. We can send email or text alerts to the relevant parties when a problem occurs. The alerts are configurable, and we leverage built-in Azure and AWS tools to monitor system availability and support service outage detection. This ensures that issues are identified quickly and the right people are notified in a timely manner.

Identity and authentication

• User authentication needed: Yes
• User authentication: Multi-Factor Authentication (MFA)
• Access restrictions in management interfaces and support channels: Access to management interfaces and support channels is restricted using for example, Azure Active Directory and IP whitelisting provided by the cloud platform. Only authorised users can access the service and perform management tasks.
• Access restriction testing frequency: At least every 6 months
• Management access authentication: Multi-Factor Authentication (MFA)

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: Between 1 month and 6 months

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: Plain Concepts has a thorough set of information security and privacy policies that address governance, access control, incident management, development security, asset management, and data protection. Management endorses these policies, and they are enforced through technical measures, established procedures, and employee education. ; ; Every role—from IT and Security to Legal, DPO, and project teams—has clearly defined responsibilities. Compliance is maintained through ISO-certified practices, ongoing internal audits, risk evaluations, monitoring tools like Microsoft Defender and Azure, and required security training for staff. ; ; Security incidents are handled by a structured response plan that includes detection, escalation, containment, recovery, documentation, and analysis for future improvements. Policy reviews occur regularly to keep up with regulatory developments, new threats, and continuous enhancement needs.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Formal, documented procedures that comply with ISO 27001 are used for configuration and change management. Assets and systems are monitored throughout their entire lifecycle with CMDB and inventory tools. Before any changes are implemented, they are assessed for security risks, reviewed, tested in non-production environments, and must receive approval. All changes are thoroughly documented, making them both traceable and auditable. For development activities, strict Agile and DevOps processes are followed, with version control and separation between different environments.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Threats are assessed through continuous monitoring and vulnerability management using tools such as Microsoft Defender XDR and Microsoft vulnerability management services. Critical patches are deployed as soon as technically feasible; lower-risk updates follow regular maintenance cycles. Threat intelligence is obtained from Microsoft security advisories and global threat intelligence feeds.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Protective monitoring uses centralised logging, Microsoft Defender XDR, Azure monitoring, and security alerts. Compromises are detected through automation, anomaly analysis, and threat intelligence. Incidents are escalated as per incident response procedures, with critical cases handled immediately and referred to the Security Committee when necessary.
• Incident management type: Supplier-defined controls
• Incident management approach: Plain Concepts has defined incident management processes to ensure information security incidents are identified, reported, and handled in timely, consistent manner. ; Pre-defined procedures exist for common incidents such as phishing, malware, unauthorised access, data leakage, and lost or stolen devices. These procedures define responsibilities, response actions, and escalation paths. ; Employees and contractors report suspected/actual incidents through established internal channels, importantly, the IT support process or designated security contact points. ; Incidents are documented and managed centrally. Incident reports are provided to relevant stakeholders when required, in line with legal, contractual, regulatory obligations. Lessons learned are used to improve security controls, processes.
• Post-quantum cryptography secure: Yes

Secure development

• Approach to secure software development best practice: Independent review of processes (for example CESG CPA Build Standard, ISO/IEC 27034, ISO/IEC 27001 or CSA CCM v4.0)

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: 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: 10%
• Between £500,001 and £1,000,000: 15%
• Between £1,000,001 and £2,500,000: 20%
• Between £2,500,001 and £5,000,000: 25%
• Over £5,000,001: 30%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: NQA
• ISO/IEC 27001 accreditation date: Monday 20 January 2025
• What the ISO/IEC 27001 doesn’t cover: Our certificate covers Design and development of technological/digital solutions according to the statement of applicability; therefore, it does not cover what has been included in the statement of applicability.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: NQA
• ISO 9001 accreditation date: Friday 17 January 2025
• What the ISO 9001 doesn’t cover: 7.1.5 Monitoring and measurement resources. PLAIN CONCEPTS does not use measurement equipment during its processes. Measurements are not required for the development of its services.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials 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 certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Cyber essentials plus: No
• Cyber Essentials Alternative: You do not have a current and valid Cyber Essentials Plus certificate, or will not have in place within 12 months of the date of award but have an IASME certified equivalent.
• Other security certifications: Yes
• Any other security certifications: ISO/IEC 27001:2022* as extended by ISO/IEC 27701:2019

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
    • 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
    • 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
    • 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
    • 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
    • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
    • 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
    • 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 sales@ardanis.com. Tell them what format you need. It will help if you say what assistive technology you use.