LEARNPRO EFIRESERVICE LIMITED

XVR Simulation Training

Our immersive virtual reality simulation training platform enhances the competence and expertise of your organisation’s personnel – enabling individual learners/teams within Emergency Services sectors to apply training theory in a simulated, safe and interactive environment, led by your experienced instructors from fire/police/rescue sectors.

Features

• Immersive 3D learning environments with power to educate/train/assess/exercise
• Realistic scenario training simulations via local/relatable surroundings
• Multi-sensory feedback for engagement
• Branching storylines for decision-making practice
• Safe space to experiment and learn from mistakes (no repercussions)
• Scalable for large-scale training deployment
• Data-driven insights to measure learning impact
• Cost-effective alternative to traditional training methods
• Customisable content for specific learning objectives/goals

Benefits

• Safe Practice in Risky Environments
• Immersive Learning for Complex Skills
• Cost-effective Training Alternative
• Scalable for Large Workforces
• Improves Knowledge Retention Rates
• Boosts Learner Confidence, Preparation & Engagement
• Data-Driven Performance Measurement
• Realistic Scenarios for Improved Decision Making
• Customisable Training Modules for Specificity
• Accessible Learning Anytime, Anywhere

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

Framework

G-Cloud 15

Service ID

154137646057454

Contact

Jade Pullan
07474377366
jadep@learnprogroup.com

About the service

• Service categories:
  • Applications
    • Content workflow and management
      • Content services
        • Enterprise Content Management Applications
        • Content Sharing and Collaboration Applications
      • Persuasive content management
        • Digital Asset Management Applications
        • Product Content Management Applications
      • Media Services
        • Media Services
      • Creative
        • Creative
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Hybrid cloud
• Service constraints: XVR OS must be run on up-to-date gaming hardware ; ; There are some additional constraints if running XVR in the cloud, such as loss of VR HMD support, potential visual/input lag, and needing a very stable/high-bandwidth internet connection to be able to process the video stream.
• System requirements:
  • The software requires an internet connection to get a license
  • Windows 7, 8, 10- 64-Bit, Windows 11 - 64-Bit

User support

• Email or online ticketing support: Yes
• Support response times: Standard SLA response time is dependent on level of urgency of query. Online ticketing is an internal process we use. ; ; XVR Simulation’s support staff is keen on supporting and optimizing your trainings and exercises. From 8:00 to 16:00 (Mon-Fri) GMT +1 all XVR users can call the XVR Simulation Helpdesk.
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: XVR Simulation’s support staff (and dedicated Account Managers) are keen on supporting and optimizing your trainings and exercises. From 8:00 to 16:00 GMT +1 all XVR users can call the XVR Simulation Helpdesk. The Account Manager is the main point of contact and then support staff will step in as first-line support, and subsequent second-line support is technical staff for more complex issues (where necessary). ; ; All our customers can make free use of the following services: ; ; -Support via telephone, email and internet; ; ; -Access to the XVR Community with additional information, manuals, tutorials and more; ; ; -Information through regular service mails; ; ; -Annual user group meetings; ; ; -Annual software upgrades and updates; ; ; -Workshops; ; ; -Webinars (via TeamViewer). ; ; More technical support (wherever needed) that remains non-inclusive of our offer is charged at between £800 - £1,000 per day.
• Support available to third parties: No

Onboarding and offboarding

• Getting started: Workshop training (paid) is available. Complementary access to manual, quick reference cards, and video tutorials for all paying customers.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Our onboarding and offboarding documentation is provided in PDF/HTML formats and can be made fully accessible on request. While the core files do not meet all accessibility standards by default, we ensure compliance by supplying alternative formats and using trusted third-party tools to support WCAG and document accessibility requirements.
• End-of-contract data extraction: XVR OS scenarios are not compatible with other software applications. Users retain access to their data if hosted on their premise or otherwise backed up, but the system will not function unless a valid license is in place.
• End-of-contract process: Users retain access to their data if hosted on our premium version or otherwise backed up, but the system will not function unless a valid license is in place. ; ; For XVR On Scene: .xcsn and .xfav files, containing XVR scenarios and XVR favourites, respectively. ; ; For Expo: .expo files. All of these files are only compatible with XVR software, with users being able to extract them from their file storage and back them up. We also deal in generic (image/sound) files for importing.

Using the service

• Web browser interface: No
• Application to install: Yes
• Compatible operating systems:
  • Android
  • IOS
  • Windows
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: None or don’t know
• API: No
• Customisation available: Yes
• Description of customisation: Importing custom images, audio, and static 3D models. Users themselves create (elements of) custom scenario exercises and can exchange these with other users of the system.

Scaling

• Independence of resources: For cloud-based deployment we do not have a default cloud hosting service, but this can be determined via the organisation/user. We will offer initial guidance to ensure hosting has positive impacts in place, minimising any affect upon user demand.

Analytics

• Service usage metrics: No

Supplier type

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: None

Asset protection

• Knowledge of data storage and processing locations: No
• Datacentre security standards: Managed by a third party
• Penetration testing frequency: Never
• Protecting data at rest: Other
• Other data at rest protection approach: When hosted in the cloud, the cloud hosting provider would determine this.
• Data sanitisation process: No
• Equipment disposal approach: A third-party destruction service

Data importing and exporting

• Data export approach: There doesn't tend to be data which falls under exporting or importing, other than .xscn files (importing XVR template scenarios). ; ; Users can import some generic file types, such as images (.jpg/.png), sounds (.ogg/.wav/.mp3), and 3D models (.fbx/.obj). These media types can be integrated in an XVR scenario (and are wrapped into a .xscn file after importing).
• Data export formats: Other
• Other data export formats: XSCN
• Data import formats: Other
• Other data import formats: XSCN

Data-in-transit protection

• Data protection between buyer and supplier networks: Other
• Other protection between networks: Users don't connect to our network other than to acquire a software license and to obtain installers.
• Data protection within supplier network: Other
• Other protection within supplier network: When hosted in the cloud, the cloud hosting provider would determine this.

Availability and resilience

• Guaranteed availability: XVR OS is typically deployed to customer-owned, on-premises hardware, so irrelevant. If hosted in the cloud, the cloud hosting service provider is responsible for this.
• Approach to resilience: When hosted in the cloud, the cloud hosting provider would determine this.
• Outage reporting: When hosted in the cloud, the cloud hosting provider would determine this.

Identity and authentication

• User authentication needed: Yes
• User authentication: Username or password
• Access restrictions in management interfaces and support channels: If the software is installed and licensed, you have full access. This does not network to any external services other than Expo or other computers they have been (locally) connected with, making them inaccessible from outside of the network. ; ; XVR Expo has four access levels (Administrator, Manager, Builder, Participant), also documented in Expo's EULA/Terms.
• Access restriction testing frequency: At least once a year
• Management access authentication: Username or password

Audit information for users

• Access to user activity audit information: No audit information available
• Access to supplier activity audit information: No audit information available
• How long system logs are stored for: User-defined

Security governance

• Named board-level person responsible for service security: Yes
• Software Security Code of Practice: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: We are ISO27001 certified, following the the processes and policies documented in our information security Management system. ; ; To ensure polices are followed, our system is independently audited on a yearly base; staff receive mandatory training (annually) on policy objectives in line with this standard. ; ; Any information security issues are reported directly to the security officer, who initiates a response plan. This plan includes risk assessment, registration in the central risk register, and appropriate mitigation actions based on the severity level.

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: We operate a ‘Project Charter’, used for any change to analyse if it will be part of our internal change management protocols. All/any changes are logged in this charter and Team Foundation Server; customers are provided with change management forms; tickets tracked in tracking system. Security impact assessed as part of development cycle and testing, with penetration testing forming the final layer if a potential issue does get through to live system.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Regular security patching of operating system and relevant server software – at a minimum monthly unless a specific threat with process expedited where a specific threat is identified. For our own software, security reviews and coding against threats as required. We are capable of making immediate hotfixes to our own software should the case for this arise. ; ; We operate a stringent ‘Responsible Disclosure of Vulnerabilities’ policy, detailing the steps users can take to provide sufficient information concerning any vulnerabilities recognised.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Identification notified via security alerts. Technical team look at the issue and update the site within a set timeframe dependent on severity. Certain severe threats would be dealt with out of hours, other issues would be either be worked on and patched immediately or handled as part of normal update process depending on analysis of the scale and likelihood of potential risk.
• Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
• Post-quantum cryptography secure: No
• Incident management approach: In line with our ISO27001 Information security management system we work according to a Security Incident Response process, ensuring structured and effective responses. ; ; Error logging is delivered at several site levels and remains easily available to our technical team. Users can report via ticketing system. Reports provided directly to affected users as required as email body and/or standard PDF/Word attachments as required.

Secure development

• Approach to secure software development best practice: Independent review of processes (for example CESG CPA Build Standard, ISO/IEC 27034, ISO/IEC 27001 or CSA CCM v4.0)

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: 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%

Standards and certifications

• ISO/IEC 27001 certification: Yes
• ISO/IEC 27001 accredited by: QMS International
• ISO/IEC 27001 accreditation date: Wednesday 1 November 2023
• What the ISO/IEC 27001 doesn’t cover: All security controls that are relevant for our software are included in the scope of the certification.
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials 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 certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Cyber essentials plus: No
• Cyber Essentials Alternative: You do not have a current and valid Cyber Essentials Plus certificate, or will not have in place within 12 months of the date of award but have an IASME certified equivalent.
• Other security certifications: Yes
• Any other security certifications:
  • Hosting Partner (Strategies Limited) has ISO27001 certification
  • Datum UK (data centre used by Strategies) has ISO/EC27001 certification

Social value

• 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
  • 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
  • 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
  • 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
  • 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

  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

  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)
  • 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
• 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
  • 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
  • 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
  • Working conditions which promote an inclusive working environment and promote retention and progression
  • 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: 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
  • Understanding of issues relating to entering the contract workforce
  • 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

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