ADJSOFT LIMITED

Drone and Airspace Management Platform

The Dronecloud software platform provides tools for managing enterprise level drone operations and tools for infrastructure owners to manage drone operations and their airspace.

Features

• Drone Flight Planning
• Pilot compliance
• Drone flight logging
• Regulatory compliance
• Uncrewed Traffic Integration (UTM)
• Real Time Drone Tracking
• Real time control room operational oversight
• Strategic and Tactical Deconfliction
• Audit And Reporting

Benefits

• Keep track of drone usage and flight logs
• Plan operations and check airspace. Send plans for approval
• Ensure the safest operations with flight deconfliction algorithms
• Ensure your operations adhere to the CAA regulations
• Manage of all activity in your airspace
• Critical National Infrastructure specific system
• Ensure safe operations with easy audit and operation reports
• Scale operations
• BVLOS specific operational tools

• Free trial available

Service documents

• Pricing document

  ODT

• Service definition document

  ODT

• Terms and conditions

  ODT

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 hello@dronecloud.io. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

138257884274225

Contact

Andrew Blogg
07919898259
hello@dronecloud.io

About your service

• Service categories:

  Application Development and Deployment

  Application platforms

  • Model driven application platforms
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: No
• System requirements:
  • Internet Connection
  • Web Browser

User support

• Email or online ticketing support: Yes
• Support response times: Support times provided are applicable Monday to Friday, 9-5 (UK time) and are provided through Zendesk. At weekends response times are typically similar, although not guaranteed. ; Level 1 response is within 4 hours. If not resolvable at this level;; Level 2 response is within 12 hours. ; If not resolvable at level 2, passed on to incident management.; ; All support levels are included in the platform service agreement for all customers.
• User can manage status and priority of support tickets: No
• Phone support: No
• Web chat support: No
• Onsite support: Yes
• Support levels: Support times provided are applicable Monday to Friday, 9-5 (UK time) and are provided through Zendesk. At weekends response times are typically similar, although not guaranteed. ; Level 1 response is within 4 hours. If not resolvable at this level;; Level 2 response is within 12 hours. ; If not resolvable at level 2, passed on to incident management.; ; All support levels are included in the platform service agreement for all customers. ; ; Level 1 support - issue is logged in Zendesk and resolution is attempted within 4h (see times previously). This level of support will involve the account manager (or a suitable deputy) who will assist with issue resolution. ; ; Level 2 support - issues that are not resolvable by Level 1 support. The issue will be passed internally within Dronecloud to the technical support team who will perform the required steps to resolve the issue. ; ; Level 3 / Incident management - any issue that is not resolvable by the above steps will be referred to the incident management team. ; ; Each client has a nominated single point of contact escalation manager who will help manage escalations, incidents, and problems taking ownership of most incidents/problems and work with customers until resolution.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: For enterprise organisations, we provide a 3 stage training process to ensure every user is familiar with the platform and can confidently use right away. ; ; 1. Onsite or online full product walkthrough and onboarding session; 2. complete online support documentation; 3. Onsite or online top-up support sessions
• Service documentation: Yes
• Documentation formats: HTML
• End-of-contract data extraction: Upon contract expiry, much of the data put into the platform can be extracted through the User Interface (UI) within each section. These buttons will export data as a csv or odf. ; All data input into the Following sections can be exported in this way mentioned above: ; • Pilot and user details ; • Aircrafts; • Flight Logs; • Battery details and Battery Logs; • Equipment; • Maintenance schedules; • Operation details: Operation ID Created Operation name Internal Job Id Parts Location Remote Pilot Flight date Status ; For data not included in the UI export tools, Dronecloud can extract further data. This service is dependent on the complexity of the export request. Dronecloud has a standard methodology for the creation of an exit plan for its customers. The costs and timescales are dependent on the size of the export request, the requirements of the customer and the customer needs for the transfer of data back to the customer or its new supplier.
• End-of-contract process: One month before contract expiry, customers will be contacted to either renew the service or end the contract. In the event the contract is renewed, Dronecloud will agree a new contract offering that will include all Dronecloud platform subscription licensing, support services, and dedicated account management. Prices may increase if the level of use changes, for example, the number of users. If the contract is ended, Dronecloud will ensure all data is returned in the customer in an agreed format and we would request an exit meeting to understand any reasons for the decision. The customer will then be free to transition to an alternative service provider.
• 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:
  • Android
  • IOS
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: No it's a progressive Web App.
• Service interface: No
• User support accessibility: WCAG 2.2 A
• API: Yes
• What users can and can't do using the API: Users can access pilot, aircraft and operational data through the API to help facilitate additional data analysis in applications such as PowerBi.
• API documentation: Yes
• API documentation formats: Open API (also known as Swagger)
• API sandbox or test environment: No
• Customisation available: No

Scaling

• Independence of resources: The AWS elastic container service scales horizontally increasing resources in line with usage we use async queues and worker pools to mitigate demand. Dronecloud also monitor using cloud watch to pinpoint high usage, bottle necks etc.

Analytics

• Service usage metrics: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Baseline Personnel Security Standard (BPSS)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: No
• 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: NCSC approved service provider
• Protecting data at rest: Physical access control, complying with CSA CCM v4.0
• Data sanitisation process: Yes
• Equipment disposal approach: In-house destruction process
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: Upon contract expiry, much of the data put into the platform can be extracted through the User Interface (UI) within each section. These buttons will export data as a csv or odf. ; All data input into the Following sections can be exported in this way mentioned above: ; • Pilot and user details ; • Aircrafts; • Flight Logs; • Battery details and Battery Logs; • Equipment; • Incidents; • Maintenance schedules; • Operation details: Operation ID Created Operation name Internal Job Id Parts Location Remote Pilot Flight date Status
• Data export formats: CSV
• Data import formats: CSV

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)

Availability and resilience

• Guaranteed availability: AVAILABILITY is the percentage calculated by adding Actual Uptime and Excusable Downtime, dividing; the sum by the Scheduled Hours, and multiplying the result by 100.; ; RPO & RTO; Drone FMS is a SaaS solution hosted on AWS with availability target 99.85% and; • Recovery Point Objective (RPO) = 4h; • Recovery Time Objective (RTO) = 8h; ; ACTUAL UPTIME is the aggregate number of Scheduled Hours in any month during which the Software as a Service is available for use by users. The calculation for Actual Uptime will be determined at the sole discretion of Supplier based on Supplier internal records.
• Approach to resilience: Available on request.
• Outage reporting: Dronecloud report any outages via email alerts to all users.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: Put something
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • 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: At least 12 months
• 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: No
• Security governance approach: We operate an information security management framework aligned with the principles of ISO/IEC 27001. Information security governance is led by senior management, with day-to-day responsibility delegated to a nominated security lead. Policies are reviewed regularly and communicated to all staff. Our key information security policies and processes include:; • Information Security and Acceptable Use Policy; • Access control and least-privilege user management; • Secure development and change management practices; • Asset management for company-owned and managed devices; • Incident management and security breach reporting procedures; • Regular data backup, encryption in transit, and secure cloud configuration
• Information security policies and processes: We operate an information security management framework aligned with the principles of ISO/IEC 27001 and are actively working towards formal certification. Information security governance is led by senior management, with day-to-day responsibility delegated to a nominated security lead. Policies are reviewed regularly and communicated to all staff. Our key information security policies and processes include:; • Information Security and Acceptable Use Policy; • Access control and least-privilege user management; • Secure development and change management practices; • Asset management for company-owned and managed devices; • Incident management and security breach reporting procedures; • Regular data backup, encryption in transit, and secure cloud configuration; We use role-based access controls, MFA where supported, and secure authentication for all production systems. Infrastructure is hosted on reputable cloud providers with strong physical and environmental security controls. Compliance with policies is enforced through onboarding, regular staff awareness, technical controls, and management oversight. Security risks are identified, assessed, and tracked, with remediation actions prioritised based on impact. We maintain an ongoing programme of improvement to strengthen our information security controls as part of our ISO 27001 readiness programme.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: The organisation follows documented configuration and change management processes that are aligned with recognised industry standards, including the principles of the CSA Cloud Controls Matrix (CCM v4.0).; Changes to the service are managed through a controlled change management process that includes impact assessment, approval prior to implementation, and verification following deployment.; Changes are tracked using internal ticketing and version control systems. Application versions are clearly linked to corresponding tickets and pull requests, providing traceability of changes.; Configuration changes are managed to ensure consistency and minimise risk to service availability and security.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: The organisation operates supplier-defined vulnerability management processes aligned with recognised industry good practice, including the principles of the CSA Cloud Controls Matrix (CCM v4.0).; Vulnerabilities relevant to the service are identified through monitoring of security advisories, dependency updates, and AWS security notifications.; Identified vulnerabilities are assessed for risk and impact and are prioritised for remediation based on severity. Remediation actions may include applying patches, updating dependencies, or making configuration changes.; Vulnerability remediation activities are tracked and managed through internal ticketing and change management processes.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Droneclopud operate supplier-defined processes appropriate to the scale and nature of the service.; Security incidents and compromises are identified through a combination of application-level monitoring, review of system and application logs, and AWS-provided monitoring and security alerts.; When a potential compromise is identified, it is assessed to determine severity and impact. Response actions are taken as appropriate and may include investigation, containment, remediation, and escalation in line with internal incident management procedures.; Security incidents are responded to promptly, with initial investigation commencing within a reasonable timeframe. Response priority and resolution activities are determined based on the severity of the incident.
• Incident management type: Supplier-defined controls
• Incident management approach: The organisation operates supplier-defined incident management processes appropriate to the scale and nature of the service.; Pre-defined procedures are in place for common incident types, including service availability issues and security-related events. These procedures support consistent identification, assessment, and response to incidents.; Users can report incidents through Zendesk. Reported issues are logged, assessed for severity and impact, and tickets are created and managed as required with internal incident management procedures.; Incident progress and outcomes are communicated to affected users as appropriate. Incident reports or post-incident summaries can be provided where required, depending on the nature and severity of the incident.
• 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: No
• Free trial available: Yes
• Description of free trial: A full enterprise license is offered for an agreed period (typically one month) and an agreed number of users (typically no more than 10).

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

• Less than £250,000: 0%
• Between £250,000 and £500,000: 5%
• Between £500,001 and £1,000,000: 7.5%
• Between £1,000,001 and £2,500,000: 10%
• Between £2,500,001 and £5,000,000: 12.5%
• Over £5,000,001: 15%

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: Ed4a46e4-516f-4484-96a4-76a0d948b811
• Cyber essentials plus: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• 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
    • 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

  ODT

• Service definition document

  ODT

• Terms and conditions

  ODT

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 hello@dronecloud.io. Tell them what format you need. It will help if you say what assistive technology you use.