IMAGING BEYOND LTD

Glioma AI

We will from SaaS for evaluation of brain tumours, predicting the genetic mutation of brain tumours using MRI scans.

Features

• Non-invasive Imaging-based Genetic prediction
• Hybrid reporting

Benefits

• Non-invasive prediction of genetic features
• Hybrid report: physician-in-loop AI

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

Framework

G-Cloud 15

Service ID

868523523575195

Contact

Akshaykumar Kamble
07825213002
contact@imagingbeyond.com

About your service

• Service categories:

  Application Development and Deployment

  AI platforms

  AI software services

  • Computer Vision AI Software Services
• 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: Differentiating progression vs psuedoprogression in brain tumour with MRI scan
• Cloud deployment model: Private cloud
• Service constraints: Larger studies might take some time to be uploaded on cloud
• System requirements: PACS

User support

• Email or online ticketing support: Yes
• Support response times: Within 3 working days
• User can manage status and priority of support tickets: No
• Phone support: No
• Web chat support: No
• Onsite support: No
• Support levels: We provide the email support; In certain situation on-site support can be provided if issue is not solved with email support
• Support available to third parties: No

Onboarding and offboarding

• Getting started: Online training and user documentation will be provided
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: User can request their data (e.g. hybrid reports) to be exported
• End-of-contract process: 90, 60 and 30 day notification will be sent to user before end of contract.; User will be given quote for migration depending on the size of data.; ; If user does not get back to us or user can not do data migration, the user data will be deleted in accordance with GDPR.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• 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: WCAG 2.2 AA
• API: No
• Customisation available: No

Scaling

• Independence of resources: We have dedicated cloud processing and storage space dedicated to individual user so that it won't be affected by other users.

Analytics

• Service usage metrics: 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: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: In-house
• Protecting data at rest: Physical access control, complying with CSA CCM v4.0
• 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:
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Hybrid report will be sent to user within the stipulated timeframe based on the contract.; We will export the users data as per their request near the end of contract.
• Data export formats: Other
• Other data export formats:
  • Excel
  • PDF
• Data import formats: Other
• Other data import formats: DICOM

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: We guarantee 90% service availability measured monthly, excluding planned maintenance periods. Planned maintenance windows are communicated to users at least 48 hours in advance and are typically performed outside core business hours to minimise impact.; ; Our standard Service Level Agreement (SLA) includes:; ; Availability target: 97% uptime; Resolution time for critical incidents (P1): < 8 hours; Resolution time for non-critical issues (P2): < 3 business days; ; If availability falls below the guaranteed level in a given month, affected users are eligible for service credits or refunds
• Approach to resilience: Our service is designed with a high level of resilience, ensuring continuity, data protection, and service availability even in adverse conditions. We follow the Government’s Cloud Security Principle 2: Asset Protection and Resilience, and operate on secure, UK-based cloud infrastructure.; ; Core resilience approach includes:; ; Multi-zone deployment: The platform is hosted across multiple Availability Zones, ensuring service continuity in the event of localised failure.; ; Automated failover: Critical components are replicated with automatic failover to secondary nodes in case of disruption.; ; Data redundancy: All data is continuously replicated and encrypted at rest and in transit. Backups are performed regularly and stored in geographically separate locations.; ; Scalable architecture: Elastic resource allocation ensures performance remains stable during peak demand.; ; High availability system design: Load balancing is implemented both at the application and database levels.; ; Monitoring & alerting: Real-time system health monitoring with proactive alerting enables rapid issue mitigation before user impact occurs.; ; Disaster recovery: A documented and tested Disaster Recovery (DR) plan is in place, with Recovery Point Objectives (RPO) and Recovery Time Objectives (RTO) aligned to NHS service needs.
• Outage reporting: Email alerts

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Limited access network (for example PSN)
  • Username or password
• Access restrictions in management interfaces and support channels: We restrict access to management interfaces and support channels using strong access controls and network segmentation. Management interfaces are isolated on dedicated networks or VLANs that are not directly reachable from general user networks, and access is limited to named administrative accounts only. Access is granted on a least-privilege, role-based access control(RBAC)basis, ensuring that users only have the rights necessary for their role. Authentication requires strong credentials and multifactor authentication, and access is logged and audited. Support channels similarly require authenticated access with RBAC and are monitored for unusual access attempts. Access rules and privileges are regularly reviewed and updated.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • 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: 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: Cyber essentials certified, ; NHS DSPT toolkit compliant, ; We follow the code of practise detailed in the https://www.gov.uk/government/publications/cyber-governance-code-of-practice/cyber-governance-code-of-practice
• Information security policies and processes: We maintain a documented Information Security Management System (ISMS) in accordance with ISO/IEC 27001:2022 requirements, beginning with a formal Information Security Policy approved and sponsored by top management. This high-level policy sets the organisation’s commitment to protecting the confidentiality, integrity and availability of information, defines the framework for setting objectives, and commits to fulfilling applicable legal, regulatory and contractual security requirements and continual improvement.; ; Our reporting and governance structure includes defined roles and responsibilities: the Chief Information Security Officer owns the ISMS and reports to senior leadership; designated process and policy owners maintain specific documents; and all employees must acknowledge and follow relevant policies. Compliance is monitored through internal audits, management reviews, and regular compliance assessments, with non-conformities reported through established incident and escalation channels. Training and awareness programmes ensure that policies are communicated and understood across the organisation.; ; Supporting this overarching policy, we implement a suite of topic-specific policies and procedures (e.g., access control, asset management, incident response, data classification, change management) that translate high-level requirements into operational processes. These are documented, version-controlled, and regularly reviewed for relevance and effectiveness.
• 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: We follow a structured configuration and change management process aligned to CSA CCM v4.0 Change Control & Configuration Management principles and SSAE-18/ISAE 3402 good practice. Configuration items are tracked throughout their lifecycle in a central registry with version control and baseline records. Changes are initiated via formal requests, assessed for potential security and operational impact, categorised by risk, and reviewed by an authorised change board before approval. All approved changes are tested, documented, and implemented in controlled environments, with rollback plans where needed. Progress, outcomes and deviations from baseline are logged and monitored to ensure traceability, compliance and audit readiness.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: We maintain a simple, risk-based vulnerability management process aligned with CSA CCM v4.0 Threat & Vulnerability Management guidance. We assess potential threats using automated vulnerability scanning tools and curated threat intelligence sources, including public CVE feeds, vendor advisories. Identified vulnerabilities are prioritized by risk and impact, and patches are evaluated and deployed promptly, with critical fixes fast-tracked based on severity. We define clear timelines for patching and track remediation status in our service records. Threat information is sourced from reputable public vulnerability databases, vendor security bulletins, and community threat feeds. All findings and actions are logged for transparency and audit.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: We implement a risk-based protective monitoring process aligned to CSA CCM v4.0 security monitoring controls. We identify potential compromises by centralising logs and security events (e.g., through SIEM/alerting tools) and analysing them for unusual activity or known indicators of compromise. Alerts trigger our incident process, where events are triaged and investigated immediately. If a potential compromise is confirmed, we respond promptly according to pre-defined severity criteria, containing and remediating threats and engaging relevant stakeholders. Our goal is to initiate investigation as close to real-time as practicable, with escalation and notification procedures defined in our incident response process.
• 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: We maintain a defined incident management process that includes pre-defined workflows for common events (e.g. service outages, security breaches), ensuring consistent and effective handling from detection through closure. Incidents can be reported by users via a central channel (e.g. support email), with all reports logged, categorised, prioritised and triaged promptly. When an incident is identified, we follow documented steps to assess impact, respond, resolve and restore services. Post-resolution, we produce incident reports summarising the event, actions taken, root cause and lessons learned, and share them with stakeholders as appropriate. This structured process supports transparency, organisational learning and control assurance.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Conforms to a recognised standard, but self-assessed

Public sector networks

• Connection to public sector networks: 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: 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: 0668f4eb-0484-411a-9417-a816641d65db
• Cyber essentials plus: No
• Cyber Essentials Alternative: None of the criteria
• Other security certifications: Yes
• Any other security certifications: NHS Data Security and Protection Toolkit (organisation code: B1Z4Y)

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