Research Innovations Incorporated

PRIISM™: Secure SaaS for Full Spectrum Targeting and Multi-Domain C2

PRIISM™- secure SaaS application acting as the "Decide function" for operational planning, delivery, replacing disconnected spreadsheets, legacy tools with a single, real-time web interface.
The software ingests data from sensors, security domains, creating a single source of truth, designed to help commanders make faster, safer decisions by automating manual tasks

Features

• Collaborative working across the organisation to reach the common objective
• Real time analytics in support of decision making
• Integrators provide business intelligence analysis to support use cases
• Information environment analysis using scalable data analytics
• Self configurable composable workspaces provide data visualisations against user need
• User composable dashboards provide reporting capabilities for all.
• Real time reporting
• Audience analysis
• Planning and Assessment
• Monitoring and Evaluation

Benefits

• Streamline existing workflow processes
• Role-based access control and permissions
• Understand and analyse the flow of knowledge, information and data
• Develop automated workflow using our collaborative mission manager data models
• Comprehensive audit trails for decisions/actions
• Single Sign-On (SSO) integration support
• Customisable dashboards, views, and reports
• Secure data export in open formats
• Optional LMM planning assistance
• Hosted securely on MODCloud iACE

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 GCloudTeam@researchinnovations-uk.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

842608335813504

Contact

Mr Ben Schleis
+447459963964
GCloudTeam@researchinnovations-uk.com

About your service

• Service categories:

  Application Development and Deployment

  Application platforms

  • Model driven application platforms
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Private cloud
• Service constraints: PRIISM has no service scope limitation. PRIISM capability is deployed in a fashion to support execution 24/7, 365 days per year. Performance is proven on major applications running on UK MOD, US DoD and HMS networks. Downtime for updates are scheduled with the customer to minimise any operational impact. Specific service level agreements (SLAs) are negotiated as part of a customer award.
• System requirements:
  • Ability to cloud host within Five Eye Country
  • Supported web browser with modern Transport Layer Security
  • Network access to Hypertext Transfer Protocol Secure port 443
  • Valid Public Key Infrastructure certificates for all users
  • Buyer device trusts approved Certificate Authority chain
  • Buyer-managed user account approval and deactivation process

User support

• Email or online ticketing support: No
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: Yes
• Support levels: User Support activities and training is conducted by the full time embedded integration lead. This is included in the pricing. Through customised sessions designed around the needs of the training audience, formal scheduled events, informal specialised training and persistent mentorship through day-to-day interaction with the embedded operation integration Subject Matter Expert (SME). Integrators will be assigned to the organisation and available 9-5 5 days a week. SMEs will be proficient in all aspects of PRIISM and provide the organisation lead user with dedicated business analysis support, to develop coherent workflow processes and executed against specific operational output
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We provide a guided onboarding path including tenant provisioning, Single SignOn setup, baseline configuration, and administrator handover. Users receive links to quick start documentation and participate in a user onboarding training session covering core features.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
  • Other
• Other documentation formats: Microsoft Office Word and PowerPoint
• End-of-contract data extraction: Buyers can use self-service export tools or request a complete tenant data export via support email. All buyer data is available for export.
• End-of-contract process: The buyer can request a final data export. Upon written instruction from the buyer, all tenant data will be securely deleted from the service following an agreed retention period. Backups containing buyer data expire per the retention schedule.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Documentation is engineered to meet WCAG 2.2 AA standards. Admin and user guides utilise semantic headings and navigation landmarks for screen reader compatibility, avoiding inaccessible flattened PDF formats. Visuals include alternative text, and training media features captions. Offboarding specifics reside in the Exit Strategy Guide, detailing export procedures and data mappings in accessible formats.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: The service interface is a secure, web-based graphical user interface accessed via a supported browser. It provides access to planning workflows, targeting tools, dashboards, reports, configuration settings, and administrative functions based on user roles.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: No testing has taken place to date
• API: Yes
• What users can and can't do using the API: User access PRIISM through web browsers. Our service does have API services, that enables, external data feeds for Information Environmentation analysis, using traditional and social media. The API is not directly accessible by end users. Users cannot configure APIs but can query external data from their composable workspaces.
• API documentation: Yes
• API documentation formats: PDF
• API sandbox or test environment: No
• Customisation available: Yes
• Description of customisation: Customisation is primarily achieved through configuration via the user interface, performed by users with Administrator or Advanced/Planner roles. Users can configure elements such as workflow stages, forms, fields, role permissions, approval routes, dashboards, saved views, and report templates to align the service with their operational model and governance structure. Reference data (e.g lines of operation, audience sets) can also be loaded and managed.

Scaling

• Independence of resources: RII guarantees performance independence through three specific technical mechanisms.; First, the architecture utilises Kubernetes for container orchestration, allowing dynamic horizontal and vertical scaling of compute resources based on real-time usage.; Second, an active load levelling service manages data indexing to ensure consistent latency and throughput, preventing high-demand users from stalling the system.; Third, critical indexing and caching nodes are isolated on high I/O compute hardware to eliminate resource contention.; Finally, network-level isolation within the Azure environment and Mandatory Access Controls at the storage level strictly separate tenant data and processing

Analytics

• Service usage metrics: Yes
• Metrics types: RII can provide the authority with analytics demonstrating usage of system down to the user level. Logs can be provided as requested. We can also provide user analysis reporting on request or regularly with status reports.
• 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: Developed Vetting (DV)

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: Supplier-defined controls
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CHECK service provider
• Protecting data at rest:
  • Scale, obfuscating techniques, or data storage sharding
  • Other
• Other data at rest protection approach: Research Innovations Incorporated (RII) enforces Mandatory Access Controls at the storage level to strictly separate tenant data and processing,. This ensures data objects retain security markings regardless of user permissions. We use a cryptographically secure vault based on Rancher Enterprise secrets encryption to manage sensitive keys locally.; To ensure integrity, RII maintains immutable audit logs in separate database tables, tracking every modification with full user attribution. Finally, automated data roll-off schedules enforce retention policies, ensuring data is securely deleted when no longer required
• Data sanitisation process: Yes
• Equipment disposal approach: In-house destruction process
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • 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: User can freely export data via the user interface managers.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • Microsoft Excel (XLXS)
  • PDF
  • JSON
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • Microsoft Excel
  • Word Documents
  • PowerPoint

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Other
• Other protection between networks: PRIISM utilizes the Public Key Infrastructure for all internal and external connections and only permits users to access the system by presenting a client certificate. This certificate is in the form “soft-cert” Private Key Infrastructure (PKI) certificate. All internal communications are also secured using TLS and integrates into the hosting site's security architecture.
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Other
• Other protection within supplier network: Internal service to service communication is also encrypted using TLS. we use mTLS between all services in the system, with specific service accounts.

Availability and resilience

• Guaranteed availability: The target service availability is 95% per calendar month, measured at the service edge, excluding defined planned maintenance and certain external factors.
• Approach to resilience: This will be provided to the authority via secure means and is available upon request
• Outage reporting: Primary Reporting Channels RII reports outages and service status updates through two primary methods:; 1. Direct email notifications sent to the named buyer administrators.; 2. Updates published via the Defence Digital Forward Schedule of Change.; Critical Incident Communication For Priority 1 Critical security events or incidents, notification may include phone contact in addition to email to ensure immediate awareness.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Public key authentication (including by TLS client certificate)
  • Dedicated link (for example VPN)
  • Username or password
  • Other
• Other user authentication: User must first access their organisations hardware through designated identity access management. RII will either issue soft certificate to ID users and their access or employ secondary keyclock user name and password.
• Access restrictions in management interfaces and support channels: We user PRIISM's Team Access Manager (TAM) which allows us to give or remove permissions on a user by user basis, we can assign roles and groups to users enabled by our rules based access controls.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Public key authentication (including by TLS client certificate)
  • Other
• Description of management access authentication: Management interfaces require authentication using separate, privileged administrator accounts. Access is role-based and logged. Support channels require user authentication via the portal or validated email addresses

Audit information for users

• Access to user activity audit information: Users receive audit information on a regular basis
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users receive audit information on a regular basis
• How long supplier audit data is stored for: At least 12 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: Yes
• Security governance standards: Other
• Other security governance standards: NIST 8570.; NIST SP 800-53.; NIST SP 800-171.; Joint Service Publications 604 & 440.; We employ a risk-based approach aligned with UK government and defence policies (e.g JSP 440). Security by design principles are embedded in our development and operational processes. Responsibilities are documented, and security posture is reviewed regularly.
• Information security policies and processes: We follow internal policies aligned with Cyber Essentials Plus, and relevant MOD standards (e.g. STIG application where appropriate) covering areas like access control, data handling, incident management, and vulnerability management .
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: All changes initiate via a documented request logged in the project workspace or support portal. These requests stem from new feature requirements identified through the Collaborative Planning Process, verified bug reports, or mandatory Information Assurance upgrades. The Call-Off Manager evaluates each request for impact on schedule, cost, and resources before submission to the Authority. This ensures strict configuration control, prioritisation of tasks, and an immutable audit trail for all system modifications
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: RII uses a number of automated processes to assess potential threads to our services. Further, we routinely review vendor websites for security notices. We use the CVSSv3.1 score and mitigating circumstances to determine patch timelines. In the event of a severe exploit, all systems are patched ASAP. Alternatively, we deploy less severe security patches based on a rolling 1 to 2 week security patch cycle.
• Protective monitoring type: Undisclosed
• Protective monitoring approach: RII follows the procedures prescribed by the hosting environment. These tools are mostly provided by Cloud Service Providers to monitor the hosting environment
• Incident management type: Supplier-defined controls
• Incident management approach: We capture all incidents and their response in our Confluence site. We utilize this as a body of knowledge for incident response going forward. Further, we routinely perform after action reports (AAR)s for new incidents to refine the response process going forward. In the case of an incident affecting numerous users, incident responses are provided to the community in the form of an incident report. Users report incidents through their integrators for potentially immediate resolution. Incidents that cannot be resolved by the integrator are escalated to a production operations support staff and then back to factory for remediation.
• Post-quantum cryptography secure: Yes

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:
  • Public Services Network (PSN)
  • Other
• Other public sector networks:
  • Currently hosted on MODCloud Infrastructure as a Cloud Environment (iACE)
  • Deployed on OpNet Blue for operational usage

Pricing

• Discount for educational organisations: No
• Free trial available: No

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

• Less than £250,000: 0%
• Between £250,000 and £500,000: 0%
• Between £500,001 and £1,000,000: 0%
• Between £1,000,001 and £2,500,000: 0%
• Between £2,500,001 and £5,000,000: 0%
• Over £5,000,001: 0%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: 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: 2ac830d4-5c36-40e2-a241-23da02d149cd
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: E4355c87-6b07-4dbe-9508-5f3c20ff9725
• Other security certifications: Yes
• Any other security certifications:
  • CMMC
  • NIST 800-171

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

  • 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
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • 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
    • 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)
    • 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)
    • 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 GCloudTeam@researchinnovations-uk.com. Tell them what format you need. It will help if you say what assistive technology you use.