COFORGE U.K. LIMITED

Data Science & Advance Analytics Services

Design, build, deploy, and scale data science and advanced analytics solutions using the Quasar portfolio within the Coforge Data Cosmos platform. Services include exploratory analysis, machine learning, predictive analytics, agentic AI, and production deployment with explainability, governance, and lifecycle controls across cloud ,hybrid environments aligned with UK public sector standards.

Features

• Exploratory data analysis across structured and unstructured enterprise datasets
• Machine learning model development, training, and validation workflows
• Predictive analytics for forecasting, propensity, and risk modelling
• Production deployment of AI/ML models with lifecycle management
• Explainability frameworks enabling transparent and trusted AI outcomes
• Dynamic RAG pipelines and agentic AI enablement
• Rapid experimentation using Coforge Model Garden environments
• Intelligent model selection using Coforge LLM Router
• AI-powered insights discovery using Coforge Product Querier
• Automated testing and validation using Coforge Data 360

Benefits

• Accelerates model experimentation by 30–50% through reusable AI workflows
• Reduces time-to-production by 30–50% for analytics solutions
• Improves insight discovery speed by 25–45% across enterprise datasets
• Enables explainable AI supporting regulatory, audit, and policy requirements
• Scales advanced analytics for large, complex public sector datasets
• Reduces experimentation overhead through standardized analytics frameworks
• Improves AI adoption through transparent, interpretable model outputs
• Enables agentic AI for intelligent automation and decision support
• Supports vendor-agnostic deployment across AWS, Azure, and Google Cloud
• Builds future-ready analytics foundations for AI and GenAI adoption

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

Framework

G-Cloud 15

Service ID

658279737181994

Contact

Ali Rahman
07801573323
Bids.eu@coforge.com

About your service

• Service categories:

  Application Development and Deployment

  Analytics and business intelligence

  • Advanced and predictive analytics
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: Extension to the Machine Learning, Data Science and Machine Learning Procduct/Tools across different Clouds.
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Community cloud
  • Hybrid cloud
• Service constraints: No constraints are expected, but any that arise specific to the client requirements and landscape will be detailed during the engagement.
• System requirements: Not Applicable

User support

• Email or online ticketing support: Yes, at extra cost
• Support response times: Support response times Response to emails will be SLA driven based on prioritisation. SLA and prioritisation will be defined with each engagement separately
• 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, at extra cost
• Support levels: 1. Support Levels ; ; L2 : Provides operational support for deployed analytics and machine learning solutions, including monitoring model performance, resolving data and pipeline-related issues, managing retraining schedules, and supporting model refreshes. L2 handles incidents, service requests, and performance degradation within agreed SLAs; L3 : Provides deep technical and expert-level support for complex analytics and AI solutions. L3 covers root cause analysis, model redesign, feature engineering adjustments, algorithm tuning, bias and explainability issues, and resolution of complex production defects, including enhancements and architectural improvements.; ; 2. Cost shall be as per the specific to the client requirements and landscape will be detailed during the engagement.; ; 3. We do not provide a technical account manager or cloud support engineer.
• Support available to third parties: No

Onboarding and offboarding

• Getting started: We begin with a kick-off to confirm scope and readiness, set up secure access, and share onboarding documentation. Training is delivered via remote or on-site workshops covering platform usage, analytics workflows, and support processes. A dedicated technical lead ensures compliance and smooth transition to steady-state delivery.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: Coforge does not store or retain customer data within its frameworks or accelerators. All data remains in customer-owned environments, including chosen cloud platforms and tools. At contract end, customers retain full access to their data in its existing format, with no dependency on Coforge systems. If required, we support orderly handover by confirming data locations, validating completeness, and transferring knowledge of implemented pipelines. Any temporary access granted to Coforge is revoked per agreed offboarding procedures. No customer data is retained post-contract.
• End-of-contract process: The contract price includes standard offboarding activities such as revoking Coforge access, completing knowledge handover, providing final documentation, and supporting transition discussions to ensure continuity. We confirm no customer data is retained and all credentials are removed per security policies.; Any additional support beyond standard offboarding—such as extended transition assistance, bespoke documentation, extra knowledge transfer sessions, or migration support to another supplier—can be provided at an agreed additional cost.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Onboarding and offboarding content is organized with clear headings, consistent navigation, and readable formats for ease of use. Documentation can be adapted to meet customer accessibility needs, including alternative formats or layout adjustments. We collaborate with customers during onboarding to identify specific requirements and make reasonable adjustments to ensure all users can access essential information.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
• Application to install: Yes
• Compatible operating systems:
  • Linux or Unix
  • MacOS
  • Windows
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: None or don’t know
• API: No
• Customisation available: Yes
• Description of customisation: Customers can tailor Data Science & Advanced Analytics services to their goals, including model selection, data sources, algorithm tuning, validation, and reporting. Customisation is agreed during onboarding and design workshops and implemented through configurable frameworks within the Quasar portfolio on the Coforge Data Cosmos platform. Changes are managed collaboratively by Coforge specialists and customer teams under defined governance processes.

Scaling

• Independence of resources: Each customer’s service runs within their own cloud environment using dedicated resources under their control. Coforge does not use shared runtime platforms or multi-tenant processing layers. Workloads, pipelines, and schedules are isolated per customer, ensuring performance and security are unaffected by other users. Resource allocation and scaling follow customer-defined cloud policies.

Analytics

• Service usage metrics: Yes
• Metrics types: We report on delivery progress, model reliability, data quality outcomes, and operational performance. Typical metrics include data ingestion success rates, validation and reconciliation results, defect resolution times, incident volumes, change success rates, and adherence to agreed milestones. Where relevant, we also track automation coverage, analytics throughput, and responsiveness against support targets.
• Reporting types:
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

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)
  • Other locations
• User control over data storage and processing locations: Yes
• Datacentre security standards: Managed by a third party
• Penetration testing frequency: At least every 6 months
• Penetration testing approach: ‘IT Health Check’ performed by a CHECK service provider
• Protecting data at rest: Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure

Data importing and exporting

• Data export approach: Users export data directly from their own cloud platforms, databases, and analytics tools where it resides. Coforge does not host or control customer data. Export uses native capabilities of the customer’s chosen platforms and follows their security and governance policies. If requested, Coforge can provide guidance to validate data completeness and consistency during export.
• Data export formats:
  • CSV
  • ODF
  • Other
• Other data export formats: CSV, JSON, Parquet, Avro, ORC, SQL dump files
• Data import formats:
  • CSV
  • ODF
  • Other
• Other data import formats: CSV, JSON, XML, Parquet, Avro, ORC ,PDF

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
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: Service Level Agreements will be defined separately for each engagement based on scope and priorities. At this stage, no specific commitments can be made. Typically, SLAs include uptime targets, response times, and remediation processes, such as service credits for validated breaches. Our approach remains flexible and tailored to workload criticality, ensuring resilience and compliance with UK public sector standards.
• Approach to resilience: Our services are built for resilience using cloud-native architectures, automated orchestration, and governance to ensure continuity and rapid recovery. Detailed datacenter resilience measures, including redundancy and disaster recovery, are available on request. Specific commitments will be defined separately for each engagement.
• Outage reporting: A public dashboard; an API; email alerts

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: This is in alignment with what our customer needs are. (Role based; Access and Control)
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • 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:
  • CSA CSM version 4.0
  • ISO/IEC 27001
• Information security policies and processes: Security governance standards :; Physical access control,; complying with CSA CCM v4.0; ISO/IEC 27001
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Configuration and change management approach: This is in alignment with what our customer needs are.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: This is in alignment with what our customer needs are.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: This is in alignment with what our customer needs are.
• Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
• Incident management approach: This is in alignment with what our customer needs are.
• 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: Yes
• Description of free trial: All the features of our Accelerator for a limited period of time , which; can be changed as per the customer requirement

Discount percentage by annual call-off contract value (excluding VAT)

• Less than £250,000: 0.1%
• Between £250,000 and £500,000: 0.2%
• Between £500,001 and £1,000,000: 0.5%
• Between £1,000,001 and £2,500,000: 1%
• Between £2,500,001 and £5,000,000: 1.5%
• Over £5,000,001: 2%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Accredited by JAS-ANZ through BSCIC under IAF recognition
• ISO/IEC 27001 accreditation date: Thursday 6 March 2025
• What the ISO/IEC 27001 doesn’t cover: Valid ISO/IEC 27001 certification is attached for better view of Site Scope
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: Accredited by JAS-ANZ through BSCIC under IAF recognition
• ISO 9001 accreditation date: Monday 20 May 2024
• What the ISO 9001 doesn’t cover: Valid ISO 9001 certification is attached for better view of Site Scope
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: Fc8325d2-fa4c-4d05-85d1-986dfb191980
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 9c9fe789-5bf9-41be-9778-774e35ddd2bb
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

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

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

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • 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
    • 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 Bids.eu@coforge.com. Tell them what format you need. It will help if you say what assistive technology you use.