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- Lot 1a: Infrastructure as a Service (IaaS) and Platform as a Service (PaaS) (3)
- Lot 2a: Infrastructure Software as a Service (iSaaS) (3)
- Lot 2b: Software as a Service (SaaS) (9)
- Lot 3: Cloud Support Service (3)

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Systems Infrastructure Software

System and service management (1)

IT operations management (1)

IT automation and configuration management (1)

Workload management (1)

Datacentre system and application control (1)

IT service management (1)

Cloud Financial Management (0)

Cloud Financial Management (FinOps) (0)

Cloud Financial Management (GreenOps) (0)

Network (0)

Network infrastructure software (0)

Network application delivery (0)

Software-defined networking (SDN) (0)

Network management (0)

Network performance management (NPM) (0)

Network operations management (NOM) (0)

Security (2)

Cloud native application protection platform (0)

Identity and access management (0)

Access (0)

Privilege (0)

Endpoint security (1)

Network security (1)

Trusted network access and protection (1)

Active application security (0)

Security analytics (2)

Data security (1)

Information protection (1)

Digital trust (0)

Governance, risk and compliance (1)

Storage (0)

Data replication and protection (0)

Data Protection Software (0)

Backup and Recovery Reporting Software (0)

Storage Replication Software (0)

Host or Hypervisor-Based Replication Software (0)

Systems and Data Migration Software (0)

Fabric and Appliance-Based Replication Software (0)

Array-Based Replication Software (0)

Replication Management Software (0)

Archiving (0)

Email Archiving Software (0)

File and Other Archiving Software (0)

Storage infrastructure and device management (0)

Storage Resource Management and Heterogeneous SAN Management Software (0)

Storage Device Management Software (0)

Virtualization and Federation Software (0)

Host-Based File Systems and Volume Management Software (0)

Storage Access and Path Management Software (0)

Automated Storage Tiering Software (0)

Storage Acceleration Software (0)

Other Storage Management and Infrastructure Software (0)

Software defined storage controller (0)

Block-Based Software-Defined Storage Controller Software (0)

File-Based Software-Defined Storage Controller Software (0)

Object-Based Software-Defined Storage Controller Software (0)

Hyperconverged Software–Defined Storage Controller Software (0)

Endpoint management (0)

Output management (0)

Device Management (0)

Print Management (0)

Enterprise Output Management (0)

Client endpoint management (0)

Unified Endpoint Management (0)

IoT Device Management Software (0)

PC Life-Cycle Management (0)

Physical and virtual computing (0)

Operating system environments (0)

Core Operating Systems (0)

Client Operating Systems (0)

Embedded/Industrial Operating Systems (0)

Software defined compute (0)

Virtual Machine Software (0)

Container Infrastructure Software (0)

Cloud System Software (0)

Virtual client computing (0)

Other computing and storage software (0)

Remote Desktop Control Software (0)

Container Data and Infrastructure Management Software (0)

Application Development and Deployment

Integration and orchestration (0)

Business to business middleware (0)

B2B Gateway Middleware (0)

B2B Collaboration Networks and B2B Managed Services (0)

Managed File Transfer (0)

Integration software (0)

API Management Software (0)

API Gateway Software (0)

Integration Platforms (0)

Connectivity Adapters and Plug-In Software (0)

Event stream processing (0)

Messaging Middleware (0)

Stream Processing Software (0)

Functions Software (0)

IoT Application Platforms (0)

Process Mining and Insights Software (0)

Application platforms (0)

Deployment centric application platforms (0)

Application Server Software Platforms (0)

Cloud Deployment-Centric Application Platforms (0)

Transaction Processing Monitors (0)

Social Value

Selecting an option includes all its sub-options

Kick start economic growth

Policy Outcome 1: Fair work

1a Create and retain high quality jobs (as defined in MAC 1b-1d)

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

1b Fair working conditions

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

1c Fair pay practices

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

1d In-work progression to help people to move into higher paid work by developing new skills

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

1e Identifying and managing the risks of modern slavery

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

Policy Outcome 2: Skills for growth

2a Learning and skills development opportunities relevant to the contract to address skills gaps* [*In-scope organisations to identify the relevant skills gap]

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

Policy Outcome 3: Resilient, innovative and flexible supply chains

3a Create a diverse supply chain to deliver the contract including new businesses and entrepreneurs, start-ups, SMEs, VCSEs and mutuals Including creating opportunities for entrepreneurship and helping new organisations to grow supporting economic growth and business creation

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

3b Collaborate in co-design and delivery with communities and anchor partners

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

Make Britain a clean energy superpower

Policy Outcome 4: Sustainable procurement practices

4a Deliver additional environmental benefits in the performance of the contract, including working towards net zero greenhouse gas emissions and 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

4b Influence staff, suppliers, customers and communities through the delivery of the contract to support climate and nature protection and improvement

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

Break down barriers to opportunity

Policy Outcome 6: Employment and training

6a Create employment and training opportunities particularly for those who face barriers to employment and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors

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

6b Demonstrate action to increase the representation of disabled people in the contract workforce

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

6c Demonstrate action to identify and tackle inequality in employment, skills and pay in the contract workforce

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

Policy Outcome 7: Creating a pipeline of opportunities

7a Remove barriers to entry for young people and under-represented groups, facilitating access to pre-work training, placements, apprenticeships and other educational and developmental opportunities

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

7b Creating a pipeline of opportunities for the future contract workforce.

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

Build an NHS fit for the future

Policy Outcome 8: Increasing productivity through physical and mental wellbeing

8a Support health and wellbeing in the contract workforce, including physical and mental health

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

Standardised Technical Filters

Certifications

Filter Certifications

Certifications

ISO 9001 certification

ISO/IEC 27001 certification

ISO 28000:2022 certification

Quality management systems (QMS)

CSA STAR certification

PCI certification

Cyber essentials

Cyber Essentials Plus

Cloud deployment model

Public cloud

Private cloud

Community cloud

Hybrid cloud

Connected public sector networks

Filter Connected public sector networks

Connected public sector networks

Public Services Network (PSN)

Police National Network (PNN)

Joint Academic Network (JANET)

Scottish Wide Area Network (SWAN)

Health and Social Care Network (HSCN)

Data protection between buyer and supplier networks

Private network or public sector network

TLS (version 1.2 or above)

IPsec or TLS VPN gateway

Legacy SSL and TLS (under version 1.2)

Data protection within supplier network

TLS (version 1.2 or above)

IPsec or TLS VPN gateway

Legacy SSL and TLS (under version 1.2)

Data storage and processing locations

United Kingdom

European Economic Area (EEA)

Datacentre security standard

Clear filter

Complies with a recognised standard (for example CSA CCM version 4.0)

Supplier-defined controls

Managed by a third party

Management access authentication

Filter Management access authentication

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

Metrics reporting

API access

Real-time dashboards

Regular reports

Reports on request

Minimum government security clearance

Clear filter

Developed Vetting (DV)

Security Clearance (SC)

Baseline Personnel Security Standard (BPSS)

None

Multi cloud support

Pricing options

Discount for educational organisations

Free trial

Security governance standards

CSA CSM version 4.0

ISO/IEC 27001

Service interface accessibility

Clear filter

WCAG 2.2 AAA

WCAG 2.2 AA

WCAG 2.2 A

EN 301 549

None or don’t know

Staff security clearance

Clear filter

Conforms to BS7858:2019

Does not conform to BS7858:2019

Staff screening not performed

Supplier type

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Not a reseller

Reseller providing extra features and support

Reseller providing extra support

Reseller (no extras)

User authentication

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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

User support

Email or online ticketing

Phone

Web chat

Onsite support

User support accessibility

Clear filter

WCAG 2.2 AAA

WCAG 2.2 AA

WCAG 2.2 A

EN 301 549

None or don’t know

Using the service

Web browser interface

Application to install

Mobile devices

API (software)

3 results found

3 results found containing "Analytics Engines" in Lot 2a: Infrastructure Software as a Service (iSaaS)

Millersoft Open Source ClickHouse Managed Service

MILLERSOFT LIMITED

Millersoft provides a managed ClickHouse database service, delivering secure deployment, operation, and support of the open-source columnar analytics database on government-aligned infrastructure. The service enables high-performance analytical queries on large datasets while removing the complexity of operating, scaling, and securing ClickHouse clusters.
- Infrastructure Software as a Service (iSaaS)
- G-Cloud 15
Cyber Security Analytics

BMT LIMITED

BMT provides cybersecurity and data analytical services that help organizations assess the cyber threat landscape and develop analytical solutions. BMT design, build, test, deploy, and run big data detective and predictive cyber analytics solutions. Our expertise covers vulnerabilities, threat intelligence, analysing attack patterns, and understanding the behaviours of threat actors.
- Infrastructure Software as a Service (iSaaS)
- G-Cloud 15
Palo Alto Networks Cortex XDR/Data Lake

KHIPU NETWORKS LIMITED

Cortex XDR is the world’s first detection and response app that natively integrates network, endpoint and cloud data to stop sophisticated attacks. Leveraging advanced AI / ML driven techniques, Cortex XDR unifies prevention, detection, investigation, and response in one platform for unrivalled security and operational efficiency.
- Infrastructure Software as a Service (iSaaS)
- G-Cloud 15

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Search results

Choose a lot

Apply filters

Standardised Technical Filters

Certifications

Cloud deployment model

Connected public sector networks

Data protection between buyer and supplier networks

Data protection within supplier network

Data storage and processing locations

Datacentre security standard

Management access authentication

Metrics reporting

Minimum government security clearance

Multi cloud support

Pricing options

Security governance standards

Service interface accessibility

Staff security clearance

Supplier type

User authentication

User support

User support accessibility

Using the service

Millersoft Open Source ClickHouse Managed Service

Cyber Security Analytics

Palo Alto Networks Cortex XDR/Data Lake